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根据员工绩效分配薪酬和员工绩效考核设计

时间:2015-07-17 09:11来源:www.ukthesis.org 作者:英国论文网 点击联系客服: 客服:Damien
任何一个企业都有一个目标,即招聘高技能和工作效率高的员工。那么问题出现了,员工往往更关心薪酬或奖励而不是在工作上发挥潜能。因此,为了解决企业和员工之间的利益冲突,一些企业开始尝试将“薪酬与绩效”这两个元素放在一起对比(Cadsby et al .,2007)。同样,最好的方法之一是跟上竞争激烈的全球市场的步伐,这样有利于招到高执行力的员工 (Lyester and Arthur, 2007)。

如今在许多企业中都实行“根据绩效给薪酬”这项策略,主要是由三个趋势所导致的。首先是重心发生变化,从原来的工作文凭转移到员工的真实能力和职业能力素质以及他们对专业知识的融会贯通。其内在含义是指企业内部独特的工资谈判和把薪酬水平分散开。二是转变制度同构,基于政治或企业之间的合法性竞争和市场竞争力。

The goal of any organization is to hire highly skilled employees and to maximize their productivity. Problems arise when employees tend to be concerned more with compensation or financial
rewards rather than exerting efforts for superb performance. Hence, to solve this conflict of interest between the organization and the employees, some try to link the two elements- pay and
performance (Cadsby et al., 2007). Likewise, one of the best ways to keep up with the competitive global market place is rewarding highly performing employees (Lyester and Arthur, 2007).

There are three trends leading to pay for performance practices to be implemented in many organizations nowadays. First is the shift of focus from job to the actual knowledge and competencies of the employees and the knowledge transfer between them. The implication of this is the individualized pay negotiations and dispersion of pay levels within the organization. Second is the shift from institutional isomorphism which is based on political or organization legitimacy to competitive isomorphism which is based on market forces. The shift leads to requirement of more coherent pay structures and increase of values attached by the employee s to immediate financial rewards particularly regular compensation. Lastly, the decentralization of the collective bargaining structure also leads to introduction and spread of pay for performance (Gomez and Werner, 2008).

This paper is an assessment of the pros and cons of the pros and cons of pay for performance scheme based on the goal to maximize productivity among employees and the trends that leads to this practice.

根据绩效分配薪酬—Pay for Performance

Pay for performance is a compensation scheme in which compensation or pay is systematically equated from output or performance (Wragg and Wragg, 2004). This is also called pure merit
system. With this compensation systems, there are additional amounts to the base pay which are linked to achievement of goals and performance rating during specified period. It differs from
one-time bonuses and typical grade-and step promotion plans because the increases are not predetermined and will be based solely on the measurable achievement of goals and high performance. A pay for performance system uses open salary range with minimum, midpoints, and maximum defined and performance will be the basis for any movement within the ranges. With a pay for performance system, the function of compensation becomes two fold: First, it serves as the link between existing base pay and the market. Second, it becomes a measurement of performance by the employees .(责任编辑:BUG)


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