第五章薪酬水平及其外部竞争性课件

薪酬管理课件薪酬水平及其外部竞争性第五章7/24/2023里奇伟(RidgewayHospital)医院是一个有296个住院床位的内科和外科医疗中心。除了设有全部的传统常规医疗服务项目外，还设有心脏病监护、癌症治疗和急诊服务。里奇伟医院位于一个中等规模都市的中心，有806名支付全职工资的雇员。里奇伟医院千方百计地保证其支付系统的内部一致性。用因素计点法，里奇伟医院的工作在评估打分的基础上被分成25个薪金级别。每一个薪金级别在原来的基础上还有上下25%的浮动。没有经验的或经验很少的雇员，只得到其所属级别中的最低限的薪水。随着雇员们在他们的工作中的不断进步，他们会被支付与其工作中所表现出来的水平相称的薪水。雇员们似乎对里奇伟医院的薪金体系很满意，几乎没有什么正式的抱怨。然而，在回顾了这个医院的人员流动数字后，薪酬支付经理玛丽·克拉弗特(MaryCraft)注意到，在医院的理疗师中存在着不寻常的高流动率。玛丽决定对这件事进行调查，看一看是否是医院的付薪实践造成了这一问题。开篇案例7/24/2023理疗师在薪金等级中属于第8级。里奇伟医院对这一级别的付薪范围是17500美元~22500美元。玛丽做了一些考察后发现，里奇伟医院的主要竞争对手，兰利(Langley)医院支付给它的理疗师的薪水为21000美元~27000美元。很显然，里奇伟医院支付的薪酬不具备外部竞争力。针对这一问题，玛丽决定召开一次会议来讨论如何应付。出席会议的有主管人力资源的副总裁保罗·皮特森(PaulPeterson)和他的助手比尔·约翰森(BillJohson)。比尔建议里奇伟医院将理疗师的工作级别升至第10级，以使其对理疗师付薪标准能与兰利医院的付薪情况相当。而保罗对这一提议表示怀疑，他觉得这样的变动将会破坏里奇伟医院的工作评估计划的可信度，并会导致士气问题，特别是对那些被分在薪金级别8中的雇员们。开篇案例7/24/2023思考:如何理解对外竞争力?你是否同意保罗提出的将理疗师工作重新分类到支付级别10会导致士气问题的说法？你能想出一个更好地解决此问题的办法吗？请解释。一般地，当内部岗位价值评估与外部市场薪酬定价相矛盾时，如何解决？（参考下一章）开篇案例7/24/2023薪酬水平及其外部竞争性POLICIESTECHNIQUESOBJECTIVESEFFICIENCY

PerformanceQualityCustomersStockholdersCostsFAIRNESSCOMPLIANCECOMPETITIVENESSMarketSurveysPolicyPAYdefinitionslinesSTRUCTURECONTRIBUTORSSeniorityPerformanceMeritINCENTIVEbasedbasedguidelinesPROGRAMSMANAGEMENTCostsCommunicationChangeEVALUATIONALIGNMENTWorkDescriptionsEvaluation/

analysiscertificationINTERNAL

STRUCTURE7/24/2023基于职位的薪酬体系设计：职位薪酬体系的特点与操作流程工作分析薪酬调查职位评价薪酬水平基于职位薪酬体系7/24/2023劳动力市场因素劳动力供需模型的补充与修正产品市场与企业特征的影响选择具有竞争力的策略薪酬调查外部竞争性及薪酬水平薪酬水平及其外部竞争性7/24/2023薪酬水平是指企业支付给不同职位的平均薪酬。技能薪酬体系的内涵与特点PaylevelreferstotheaverageofthearrayofratespaidbyanemployerBase+Bonuses+Benefits+Options/

Employees7/24/2023外部竞争力是指不同组织间的薪酬关系——与竞争对手相比组织的薪酬水平，实际上就是指一家企业的薪酬水平的高低以及由此产生的企业在劳动力市场上的竞争能力的大小。外部竞争性及薪酬水平7/24/2023A和B哪个更有竞争力?$25,00$50,00$100,00AB外部竞争性及薪酬水平7/24/2023外部竞争性的几点注意事项：外部竞争性不是一个笼统的概念，应当落实到职位或职位簇上。竞争也包括选择多种薪酬形式（如红利、持股、灵活的福利），职业机会，具有挑战性的工作等。外部竞争性涉及界定相关劳动力市场。外部竞争性与内部一致性存在权衡。外部竞争性及薪酬水平7/24/2023OneCompany’sMarketComparison:Basevs.TotalCompensation外部竞争性及薪酬水平7/24/2023OneCompany’sMarketComparison:Basevs.TotalCompensation外部竞争性及薪酬水平7/24/2023外部竞争性及薪酬水平TwoCompanies:SameTotalCompensation,DifferentMixes7/24/2023外部竞争性及薪酬水平TwoCompanies:SameTotalCompensation,DifferentMixes7/24/2023外部竞争性及薪酬水平TwoCompanies:SameTotalCompensation,DifferentMixes7/24/2023薪酬水平关注的目标：吸引、保留和激励员工控制劳动力成本塑造企业形象外部竞争性及薪酬水平7/24/2023SomeConsequencesofPayLevelsCompetitivenessoftotalcompensationContainoperatingexpenses(laborcosts)IncreasepoolofqualifiedapplicantsIncreasequalityandexperienceReducevoluntaryturnoverIncreaseprobabilityofunion-freestatusReducepay-relatedworkstoppages选择具有竞争力的策略7/24/2023BasePay+Increases+Benefits+Allowances+Perquisites=LaborCostsxNumberofEmployeesAveragePayLevelPayLevelDecisionsImpactLaborCost外部竞争性及薪酬水平7/24/2023薪酬水平劳动市场因素需求特性供给特性产品市场因素竞争程度产品需求水平组织因素行业,规模,战略薪酬水平决策的主要影响因素外部竞争性及薪酬水平7/24/2023劳动力市场因素劳动力供需模型的补充与修正产品市场与企业特征的影响选择具有竞争力的策略薪酬调查外部竞争性及薪酬水平薪酬水平及其外部竞争性7/24/2023$100,000PayforbusinessgraduatesNumberofbusinessgraduatesavailable$50,000$25,0001001000DemandSupplySupplyandDemandforBusinessSchoolGraduatesintheShortRun劳动力市场因素7/24/2023LaborDemand劳动力市场因素AnalysisoflabordemandindicateshowmanyemployeeswillbehiredbyanemployerIntheshortrun,anemployercannotchangeanyfactorofproductionexcepthumanresourcesAnemployer’slevelofproductioncanchangeonlyifitchangesthelevelofhumanresourcesAnemployer’sdemandlaborcoincideswiththemarginalproductoflaborMarginalproductoflaborAdditionaloutputassociatedwithemploymentofoneadditionalhumanresourcesunit,withotherproductionfactorsheldconstantMarginalrevenueoflaborAdditionalrevenuegeneratedwhenfirmemploysoneadditionalunitofhumanresources,withotherproductionfactorsheldconstant7/24/20230510152025SupplyDemandNumberofbusinessgraduatesavailableNumberofbusinessgraduatesavailableSupplytoindividualemployerMarginalrevenueproduct$25,000$25,000$50,000$50,000$100,000$100,000PayforbusinessgraduatesPayforbusinessgraduatesMarketlevelEmployerlevelSupplyandDemandattheMarket劳动力市场因素7/24/2023LaborSupplyAssumptionsaboutbehaviorofpotentialemployeesManypeopleareseekingjobsTheypossessaccurateinformationaboutalljobopeningsNobarrierstomobilityamongjobsexistUpwardslopingsupplycurveassumesthataspayincreases,morepeoplearewillingtotakeajobHowever,ifunemploymentratesarelow,offersofhigherpaymaynotincreasesupply劳动力市场因素7/24/2023劳动力市场因素劳动力供需模型的补充与修正产品市场与企业特征的影响选择具有竞争力的策略薪酬调查外部竞争性及薪酬水平薪酬水平及其外部竞争性7/24/2023补偿性工资差别理论：所谓补偿性工资差别，是指在知识技能水平方面没有本质差异的劳动者因所从事工作的工作条件和社会环境优劣不同而产生的薪酬水平差异。差别理论实际是从劳动需求角度承认企业是不同质的。需要弥补的一些负面特性：⑴培训费用高⑵工作安全性差⑶工作条件性⑷成功的机遇少劳动力供需模型的补充与修正7/24/2023效率工资理论：所谓效率工资是指一家企业所支付的薪酬高于市场通行工资率时的薪酬水平。高薪酬可以吸纳高素质求职者。减少跳槽人数。员工出于对企业“感激”之心，会更努力地工作因为被解雇的代价增加，工人会尽量避免“怠工”减少管理人员。劳动力供需模型的补充与修正7/24/2023信号工资理论：信号模型实际上是对劳动力市场上的信息不对称问题所作的一种补充解释。企业的意图是向当前的以及潜在的员工发出信号，告诉他们企业所期望的行为和价值观是什么。该理论也适合劳动力供给模型，劳动力供给者也会对潜在的雇主传递信号。劳动力供需模型的补充与修正7/24/2023保留工资理论：保留工资实际是一种边际概念（边际闲暇小时价值），一旦市场所能提供的工资率超过了劳动者的保留工资，劳动就会考虑从事工作而不是享受闲暇。保留工资也是一种心理概念。有效的市场薪酬信息有利于降低劳动者保留工资和标准的市场工资率的差异。劳动力供需模型的补充与修正7/24/2023人力资本理论：通过自我投资（如教育、培训、经验）来提高工作能力的人将获得更高的薪酬。个人获得技能和能力需要花费时间、金钱或利用各种资源。薪酬水平一旦提高，愿意克服这些障碍的人数也就是增加，因而劳动力供给曲线向上倾斜。劳动力供需模型的补充与修正7/24/2023

TheoryPredictionSoWhat?CompensatingdifferentialsWorkwithnegativecharacteristicsrequireshigherpaytoattractworkers.Jobevaluationmustcollectandcompensablefactorsmostcapturethesenegativecharacteristics.EfficiencywageAbove-marketwageswillimproveefficiencybyattractingworkerswhowillperformbetterandbelesswillingtoleave.Staffingprogramsmusthavethecapabilityofselectingthebestemployees.Workmustbestructuredtotakeadvantageofemployees’greaterefforts.SignalingPaypoliciessignalthekindsofbehaviortheemployerseeks.Paypracticesmustrecognizethesebehaviorsbybetterpay,largerbonuses,andotherformsofcompensation.劳动力供需模型的补充与修正7/24/2023

Theory

Prediction

SoWhat?ReservationwageJobseekerswon’tacceptjobswhosepayisbelowacertainwage,nomatterhowattractiveotherjobaspects.Paylevelwillaffectabilitytorecruit.HumancapitalThevalueofanindividual’sskillsandabilitiesisafunctionofthetimeandexpenserequiredtoacquirethem.Higherpayisrequiredtoinducepeopletotrainformoredifficultjobs.SupplySideTheoriesandImplications劳动力供需模型的补充与修正7/24/2023劳动力市场因素劳动力供需模型的补充与修正产品市场与企业特征的影响选择具有竞争力的策略薪酬调查外部竞争性及薪酬水平薪酬水平及其外部竞争性7/24/2023TwokeyproductmarketfactorsaffectabilityofafirmtochangepriceofitsproductsorservicesLevelofproductdemand–PutsalidonmaximumpaylevelanemployercansetDegreeofcompetition–Inhighlycompetitivemarkets,employersarelessabletoraisepriceswithoutlossofrevenueProductMarketFactorsandAbilitytoPay产品市场与企业特征的影响7/24/2023OrganizationFactorsIndustryEmployersizeOrganizationstrategy产品市场与企业特征的影响7/24/2023薪酬水平政策选择影响因素总结：劳动力市场特征薪酬水平政策选择产品市场特征企业组织因素企业经营战略支付意愿支付能力支付限制产品市场与企业特征的影响7/24/2023劳动力市场因素劳动力供需模型的补充与修正产品市场与企业特征的影响选择具有竞争力的策略薪酬调查外部竞争性及薪酬水平薪酬水平及其外部竞争性7/24/2023ChoiceofEmployer(mix)LeadPolicyLagPolicyFlexiblePoliciesPaywithCompetition(Match)CompetitivePayPolicyAlternatives选择具有竞争力的策略7/24/2023PayPolicyOptions:MatchtheCompetitionAttemptstoensureanorganization’sWagecostsareapproximatelyequaltothoseofitsproductcompetitorsAbilitytoattractpotentialemployeeswillbeapproximatelyequaltoitslabormarketcompetitorsAvoidsplacinganemployeratadisadvantageinpricingproductsorinmaintainingaqualifiedworkforceMaynotprovideanemployerwithacompetitiveadvantageinitslabormarkets选择具有竞争力的策略7/24/2023PayPolicyOptions:LeadPolicyMaximizesabilitytoattractandretainqualityemployeesandminimizesemployeedissatisfactionwithpayMayoffsetlessattractivefeaturesofworkIfusedonlytohirenewemployees,mayleadtodissatisfactionofcurrentemployees选择具有竞争力的策略7/24/2023PayPolicyOptions:LagPolicyMayhinderafirm’sabilitytoattractpotentialemployeesIfpaylevelislaggedinreturnforpromiseofhigherfuturereturnsMayincreaseemployeecommitmentFosterteamworkMaypossiblyincreaseproductivity选择具有竞争力的策略7/24/2023PayPolicyOptions:FlexiblePoliciesEmployershavemorethanonepaypolicyPolicymayvaryfordifferentoccupationalfamiliesAbovemarketforcriticalskillgroupsBeloworatmarketforothersPolicymayvaryfordifferentpayelementsAbovemarketintotalcompensationBelowmarketinbasepayAbovemarketinincentivesandrewardsAtorabovemarketinbenefits选择具有竞争力的策略7/24/2023Pay-MixPolicyAlternativesBase50%Bonus17%Options16%Benefits17%Performance-DrivenBase50%Bonus10%Options10%Benefits30%Work-LifeBalanceBase80%Benefits20%Security(Commitment)MarketMatchBase70%Bonus6%Benefits20%Options4%选择具有竞争力的策略7/24/2023PayPolicyOptions:ChoiceofEmployerCompaniescompetebasedontheiroverallreputationasaplacetoworkDefinescompensationmorebroadlytofocusonallreturnsfromemploymentOrganization’spositionbasedontotalreturnsofworkingforitApproachcorrespondstobrandorimageacompanyprojectsasanemployer选择具有竞争力的策略7/24/2023PayPolicyOptions:SharedChoiceBeginswithtraditionaloptionsoflead,meet,orlagAddsasecondpart--offeremployeeschoices(withinlimits)inthepaymixSimilartoemployerofchoiceinrecognizingimportanceofbothpaylevelandmixEmployeeshavemoresayinformsofpayreceived选择具有竞争力的策略7/24/2023WhichPayPolicyAchievesCompetitiveAdvantage?InvolvesassessingconsequencesofdifferentpaypolicyoptionsEvidence???PaylevelaffectscostsEffectsonproductivityEffectsonabilitytoattract

andretainemployeesPossibilityofachievingcompetitiveadvantageMessagethatpaylevelandmixsignaltopeople7/24/2023ProbableRelationshipsBetweenExternalPayPoliciesandObjectives选择具有竞争力的策略7/24/2023劳动力市场因素劳动力供需模型的补充与修正产品市场与企业特征的影响选择具有竞争力的策略薪酬调查外部竞争性及薪酬水平薪酬水平及其外部竞争性7/24/2023薪酬调查就是指企业通过收集信息来判断其他企业所支付的薪酬状况这样一个系统过程。调查能够向企业提供市场上各种相关企业向员工支付的薪酬水平和薪酬结构等方面的信息。企业可以根据调查结果来确定自己当前的薪酬水平相对于竞争对手在既定劳动力市场上的位置，从而根据自己的战略在未来调整自己的薪酬水平甚至薪酬结构。薪酬调查7/24/2023薪酬调查的类型：薪酬调查的主体：政府、行业或专业协会、咨询公司、企业家联合会以及企业自己。按调查方式分：正式薪酬调查、非正式薪酬调查按调查组织者正式薪酬调查分：商业性薪酬调查、专业性薪酬调查和政府薪酬调查。案例：探究国内薪酬调查报告市场状况

薪酬调查7/24/2023DeterminingExternally

CompetitivePayLevelsandStructuresExternalcompetitiveness:PayrelationshipsamongorganizationsSetPolicySelectmarketDesignsurveyDrawpolicylinesMergeinternal&externalpressuresCompetitivepaylevels,mix,andstructuresSomeMajorDecisionsinPayLevelDeterminationDeterminepay-levelpolicy.Definepurposeofsurvey.Specifyrelevantlabormarket.Designandconductsurvey.Interpretandapplyresults.Designgradesandrangesorbands.薪酬调查7/24/2023ChoiceofEmployerLeadPolicyLagPolicyFlexiblePolicies1、SpecifyCompetitivePayPolicyPaywithCompetition(Match)薪酬调查7/24/20232、WhatIsthePurposeofaSalarySurvey?SystematicprocessofcollectingandmakingjudgmentsaboutcompensationpaidbyotheremployersProvidesdataforSettingthepaypolicyrelativetocompetitionTranslatingthatpolicyintopaylevelsandstructures薪酬调查7/24/2023WhyConductaSalarySurvey?Adjustpaylevel–Howmuchtopay?Adjustpaymix–Whatforms?Adjustpaystructure?AnalyzespecialsituationsEstimatecompetitors’laborcosts薪酬调查7/24/20233、SelectRelevantMarketCompetitorsRelevantlabormarketincludesemployerswhocompeteForsameoccupationsorskillsForemployeesinsamegeographicareaWithsameproductsorservicesExamplesRelevantLaborMarketsbyGeographicandEmployeeGroupsPayDifferencesbyLocation薪酬调查7/24/2023RelevantMarketsThreefactorsdeterminerelevantlabormarketsOccupationGeographyCompetitorsIssuesrelatedtodefiningtherelevantmarketCompetitors–Products,location,andsizeJobs–Skillsandknowledgerequiredandtheirimportancetoorganizationalsuccess产品市场与企业特征的影响7/24/2023RelevantLaborMarketsbyGeographicandEmployeeGroupsGeographicScopeProductionOfficeandClericalTechniciansScientists&EngineersManagerialProfessionalExecutiveLocal:WithinrelativelysmallareassuchascitiesMostlikelyMostlikelyMostlikelyRegional:WithinaparticularareaofthestateorseveralstatesOnlyifinshortsupplyorcriticalOnlyifinshortsupplyorcriticalMostlikelyLikelyMostlikelyNational:AcrossthecountryMostlikelyMostlikelyMostlikelyInternational:AcrossseveralcountriesOnlyforcriticalskillsorthoseinveryshortsupplyOnlyforcriticalskillsorthoseinveryshortsupplySometimes薪酬调查7/24/2023PayDifferencesbyLocation薪酬调查7/24/20237/24/20234、DesigntheSurveyWhoshouldbeinvolved?Howmanyemployers?Whichjobstoinclude?Whatinformationtocollect?薪酬调查7/24/2023WhichJobstoInclude?Benchmark-job

approachLow-high

approachBenchmark

conversion

approach薪酬调查7/24/2023WhatInformationtoCollect?NatureoforganizationTotalcompensation

systemSpecific