企業(yè)薪酬管理 畢業(yè)論文外文文獻(xiàn)翻譯

《企業(yè)薪酬管理 畢業(yè)論文外文文獻(xiàn)翻譯》由會(huì)員分享，可在線(xiàn)閱讀，更多相關(guān)《企業(yè)薪酬管理 畢業(yè)論文外文文獻(xiàn)翻譯（11頁(yè)珍藏版）》請(qǐng)?jiān)谘b配圖網(wǎng)上搜索。

1、 單位代碼 學(xué) 號(hào) 分 類(lèi) 號(hào) 密 級(jí) _ __ 畢業(yè)論文 文獻(xiàn)翻譯 院（系）名稱(chēng)

2、 專(zhuān) 業(yè) 名 稱(chēng) 學(xué) 生 姓 名 指 導(dǎo) 教 師 2012 年 5月 15日 Enterprise Salary Reward Management Salary the overall function of function and the management of human resource that rewards is consistent also for is can attract and encourage the human resource need

3、ed by enterprise from labor economy angle speak salary reward have 3 great merits can: guarantee function, encourage function and regulation function. Referring to the angle of the management of human resource salary reward should embody and play mainly it's encourage function the salary with r

4、easonable establishment reward management system is every problem that enterprise needs solve. In recent years, as enterprise manages , mechanism change and establish modern enterprise system step by step needs, the built-in wages degree of assignment system of enterprise the self who changes enterp

5、rise into gradually from government behavior. Therefore how to meet market needs establish with modern enterprise system appearance the supplemental salary, that suits enterprise self development reward management system and distribution scheme, high limit land development enterprise human resource

6、Ian can, become every important program of current Chinese enterprise. Salary the substance that rewarded , it is that enterprise, for employee, is the contribution done by enterprise that function and purpose salary reward , include realization Jig effect , the corresponding repayment and that

7、 effort, time, knowledge, ability, experience and creation pay that paid out or thank. Essentially, it is a kind of fair distribution principle that exchanges or trades and has embodied socialist market economy. And according to contribution distribution for implicit the meaning of the exchange of e

8、qual value of intrinsic, have reflected the law of value of the market of labor force. Salary the overall function of function and the management of human resource that rewards is consistent, it is also to be able to attract and encourage the human resource needed by enterprise. Say from labor

9、economy angle, salary reward have 3 great merits can ─ guarantee function, encourage function and regulation function. Referring to the angle of the management of human resource salary reward should embody and play mainly it's encourage function. The existent problem of the traditional wages de

10、gree of assignment system is internal to lack fair sense, the external income degree of assignment system that lacks the traditional state-owned enterprise of competition ability major special Zhen is implement planned instruction and policy regulation, wages management system from in the restrictio

11、n that gets planned economy , employee Ian can reality play will not often arouse the notice of people, so, the distribution of wages is major to wait according to standing, educational background, title and administrative rank, and overlook as every employee does , work analysis, do not more consid

12、er the discrepancy of working post and the contribution of employee. For realizing enterprise goal fully. It is very fair that this kind of system look , but actually is for working value negate , is hard to embody trunk the good dry difference of bad, horizontal difference in degree, its result c

13、an only be the "everybody eating from the same pot" of equalitarianism. Therefore under market economic condition continue this kind of practice Hour fruit is enterprise recruit do not enter person also reserve do not live person, is internal to lack fair sense , is external to lack competition abil

14、ity. Salary reward is the contribution that enterprise does for employee for enterprise, include realization Jig effect, the time, knowledge, ability, experience and creation and effort that paid out are corresponding as paying to repay or thank , are a kind of fair distribution principle that

15、exchanges or trades and has embodied socialist market economy essentially, and according to contribution distribution for implicit the meaning of the exchange of equal value of intrinsic, have reflected the law of value of the market of labor force. On knowledge with the mistake district in operat

16、ion pass , the function understanding that rewarded for salary on pass frequently in quite, notice salary only the function of health protection that rewards , and have overlooked salary reward encourage function. No matter going to work , do not perform duty from time to tome , have to enterprise t

17、o make contribution, " go to work to take money" have become perfectly justified; Bonus in considerable level on have lost the meaning of award, become regular additional wages. What enterprise employee accumulates for a long period is that inertia and safe sense make salary reward and have lost, sh

18、ould be some to encourage function. Though along with enterprise, being thorough as reforming , the manager of human resource also begins to explore new method on salary rewards system , but when designing distribution scheme often lack for modern salary reward the knowledge of theoretical and desig

19、n method, make scheme deviate from the law of value of the market of labor force. Now, in the wages system of state-owned enterprise and the most of domestic joint stock companies, do not consider that outside and the internal balance of distribution are balanced. The management of human resour

20、ce replace labor personnel management not the simple displacement of noun, it signifies that from thought and theory, the method of arriving is basic as utilizing to change. Thus each manager must meet the development of socioeconomic culture; system accepts new management thought, theory and method

21、, sets up the brand-new management concept of human resource. Design salary scientifically to reward the distribution scheme Japanese economic friendship association of central section encourage condition for the first big small and medium sized business to third production department carry out

22、 investigation, show as a result: In initiating vigor factor wages the only row position of 8th, and in weakening vigor factor, wages row is in the first place. It is been wages high that this explains and can not initiate vigor, and wages low definite reduction, vigor, therefore the difference in d

23、egree of pay for promote employee enthusiasm aspect influence great. Now a lot of western companies in salary reward aspect the experience of having explored some successes , share for example profit , profit share , stock option, employee holds share plan ( EOSP ) , is balanced to tally to block ,

24、key Jig effect index and group team spirit, and when establishing salary to reward policy, have considered the relation of short period, mid-term and long-term pay fully , and design for special talent " special salary reward scheme ", purpose is to make salary reward distribution scheme with encour

25、age machine made , arouse creativity and the working enthusiasm of employee group team fully. Reward salary to fit into market economic category manage will salary reward fit into market economic category manage , from the distribution mechanism, 3 distribution management big aspects and degree

26、 of assignment system, carry out bold innovation. The degree innovation of assignment system is basic, distribution machine made innovation is crucial, management innovation is basic. Establish in order to press Lao distribution is main part. According to the salary the distribution of factor o

27、f production reward distribution structure establishment press Lao distribution with press factor of production distribution combination get up salary reward the degree of assignment system, it is the inevitable requirement of the development of socialist market economy, therefore modern enterprise

28、salary reward distribution structure should be with press Lao distribution is main part , press Lao distribution with press factor of production the basic general layout distribution. Part is the income degree of assignment system in the row in cost, part is in tax Hour the degree of essential facto

29、r of assignment system of row in profit, make salary reward the technical, knowledge capital profit of distribution scheme design and employee labor income and employee appearance suit. Lead into market distribution mechanism, make the market and price of labor force conform the market price of

30、 labor force is the market labor rate that forms through market competition, is decided by the supply demand relations of labor force. Therefore when designing salary to reward distribution scheme, will consider the market price of labor force, establish the price system of labor force of different

31、post, post and related enterprise, regard it as the basic salary of enterprise inside to reward San shine standard, with the fully embodiment value of labor force, guide the reasonably floating and optimization disposition of labor force. Consider both enterprise benefit, establish the high ben

32、efit capital of senior engineer, the distribution idea of low being it low wages press Lao distribution must be the benefit distribution that created according to labor, if a product that worker offers (service) the needs that can not satisfy society, that Me him can not get the labor pay that refle

33、cts with market price, therefore must consider both the economic benefits of enterprise. According to employee working ability and accomplishment, pull open distribution gap reasonably, hang pay and contribution ability finger working complete level, through the goal reached or the effect reali

34、zed, the latent ability that reflects and has denotes knowledge with ability synthesize to grasp level as well as experience accumulation level. Salary the role that rewards for is will encourage employee all abilities of having self play, but these abilities must be level and the knowledge of place

35、 post first needs. Work accomplishment work Jig the size of effect, from the difference in ability can difference. Therefore the pay that worker gets should not be also identical. It is for enterprise, what is beneficial to it really is that the actual labor accomplishment of worker, therefore contr

36、ibute big have to serve move should get higher pay. Establishment the salary " found on people " reward the system Japanese Hamburg shop of McDonald’s can give employee family members every year always the bonus of a considerable number; When they pass birthday, can send person to send last fre

37、sh flower. American chain hospital company in salary reward payment in much a extra bonus ─ " have oxygen sport challenge plan ", employee must reach every month minimum standard as jog 30 miles, play wall ball for 15 hours above etc., can be just qualified bonus. Haier in salary reward the system d

38、esign of payment aspect is difference " the horse in 1000 the competitive platform " it is not same to put up and have built " ", as ordinary employee carries out , " 3 works coexist , development conversion " ─ excellent worker, qualified worker and trial worker, enter factory worker all recently h

39、ave certain probation period , expire acceptable turn for qualified worker, otherwise, excellent worker turns probably because of working fault, is qualified worker or trial worker. It is 4 level development checks that according to excellent middle-level administrator, what Haier carry out is takin

40、g regularly check result as basis, it is " give your a ship, advance or retreat to float Sheen lean self " to design for the base salary of brainpower, according to the commission of economic benefits that new product gets in the market, get salary to reward. It is identical that the effect of

41、leading work depends on the campaign in subordinate mainly, but each subordinate does not let in the aspects such as ability and wishes. Therefore leader must so implement different leading way as subordinate is going to analyze and find out discrepancy carefully , then can get the leading effect of

42、 the best. It is also such to reward systematic design for salad rye, employee demand has discrepancy, different employee or same employee in not at the same time wait demand possible difference. For low wages crowd, the role of bonus is very important; For taking in higher crowd especially knowledg

43、e share is with management cadre , promote post , respect personality, appointment title and encouragement the freely degree etc. of innovation and work look more important; For being engage in , it is heavy, dangerous. The physical labor with bad environment staff, the possibilities such as labor p

44、rotection, labor condition and post subsidy are effective. Therefore to make salary reward system to develop larger effect, first want the needs for employee have ample understanding. If leader wants to make encouraging level for subordinate reach the biggest demand that melts and must value them, k

45、nows the variation of demand and makes positive reaction, embody really found on people thought. 企業(yè)薪酬管理 薪酬管理的功能和人力資源管理的功能總體來(lái)說(shuō)是一致的。它能吸引和激勵(lì)企業(yè)需要的人力資源。從經(jīng)濟(jì)學(xué)講人力資源，它具有三大功能：保障功能，激勵(lì)功能和調(diào)節(jié)功能。從人力資源方面來(lái)看，薪酬主要體現(xiàn)在激勵(lì)功能。 建立合理的薪酬管理制度是每一個(gè)企業(yè)需要解決的問(wèn)題。幾年來(lái)，隨著企業(yè)經(jīng)營(yíng)的慢慢轉(zhuǎn)換盒建立現(xiàn)代化企業(yè)的需

46、求，它的內(nèi)部工資制度由政府轉(zhuǎn)化為企業(yè)自身。所以，如何適應(yīng)市場(chǎng)的需要，建立與現(xiàn)代企業(yè)相匹配，適合企業(yè)自身發(fā)展的薪酬制度與分配的制度，最大限度的開(kāi)發(fā)企業(yè)的人力潛能。成為當(dāng)前中國(guó)企業(yè)的重要課題。薪酬的實(shí)質(zhì)，功能和目的。薪酬是企業(yè)對(duì)員工為企業(yè)所做的貢獻(xiàn)，其中包括績(jī)效，努力，時(shí)間，學(xué)識(shí)，技能，經(jīng)驗(yàn)與創(chuàng)造所付出的回報(bào)與答謝。本質(zhì)上是一種公平的交易和交換。按貢獻(xiàn)本身就隱含著等價(jià)交換的意義。反映了勞動(dòng)市場(chǎng)的價(jià)值規(guī)律。 薪酬的功能與人力資源管理的功能總體上是一致的。就是吸引和激勵(lì)企業(yè)需要的人力資源。從經(jīng)濟(jì)學(xué)角度來(lái)講，它有三大功能——保障功能，激勵(lì)功能和調(diào)節(jié)功能從人力資源的角度來(lái)講，主要體現(xiàn)在它的激勵(lì)功能。

47、傳統(tǒng)工資的分配制度存在著問(wèn)題： 對(duì)內(nèi)缺乏公平，對(duì)外缺乏競(jìng)爭(zhēng)。傳統(tǒng)國(guó)家企業(yè)的分配制度主要是實(shí)行計(jì)劃和政策調(diào)節(jié)。工資管理的體系受到計(jì)劃經(jīng)濟(jì)的制約。員工潛能的發(fā)揮往往不會(huì)引起人們的注意。因此工資的分配主要依據(jù)工齡，學(xué)歷，職能，行政等級(jí)別。沒(méi)有充分考慮工作崗位的差異性和員工對(duì)實(shí)現(xiàn)企業(yè)目標(biāo)的貢獻(xiàn)。這種制度看上去很公平，實(shí)際上是對(duì)工作價(jià)值的否定，難以體現(xiàn)干好干壞，水平高低的區(qū)別。因此在市場(chǎng)經(jīng)濟(jì)的協(xié)調(diào)下，延續(xù)這種做法的結(jié)果是企業(yè)招不住人也留不住人。對(duì)內(nèi)缺乏安全，對(duì)外缺乏競(jìng)爭(zhēng)。 薪酬是企業(yè)對(duì)員工為企業(yè)所做的貢獻(xiàn)，包括實(shí)現(xiàn)的績(jī)效，付出的努力、時(shí)間、學(xué)識(shí)、技能、經(jīng)驗(yàn)與創(chuàng)造所付給的相應(yīng)回報(bào)或答謝，實(shí)質(zhì)上是一種公

48、平的交換或交易，體現(xiàn)了社會(huì)主義市場(chǎng)經(jīng)濟(jì)的分配原則，而按貢獻(xiàn)分配本身就隱含著內(nèi)在的等價(jià)交換的意義，反映了勞動(dòng)力市場(chǎng)的價(jià)值規(guī)律。 認(rèn)識(shí)上和操作上的區(qū)別，過(guò)去對(duì)薪酬功能的理解上過(guò)于偏頗。注意了解薪酬的保健方面的功能，而忽視了薪酬的激勵(lì)功能。不管是上班的時(shí)候有沒(méi)有履行職責(zé)，有沒(méi)有給企業(yè)做出貢獻(xiàn)。獎(jiǎng)金上已經(jīng)失去了獎(jiǎng)金所具備的意義，而變成固定的工資。企業(yè)員工長(zhǎng)期積累下來(lái)的是惰性和安全感，使得薪酬失去了原本有的激勵(lì)功能。盡管企業(yè)改革的不斷深入，人力資源管理者也開(kāi)始在薪酬上探究新的模式。但是在設(shè)計(jì)方案上，往往缺乏對(duì)現(xiàn)代薪酬理論的設(shè)計(jì)方法的認(rèn)識(shí)。從而使得方案背離了市場(chǎng)價(jià)值規(guī)律。 目前國(guó)內(nèi)企業(yè)和國(guó)內(nèi)大部分股份

49、制企業(yè)的工資制度中，都沒(méi)考慮到分配的內(nèi)部均衡和外部均衡。人力資源管理取代勞動(dòng)認(rèn)識(shí)管理，并不是簡(jiǎn)單的置換。它意味著從思想，理論，方法的根本改變。從而每一個(gè)管理者必須適應(yīng)社會(huì)經(jīng)濟(jì)的發(fā)展，系統(tǒng)接受新的思想，理論和 方法。樹(shù)立新的人力資源。科學(xué)設(shè)計(jì)薪酬分配方案。 日本中部經(jīng)濟(jì)有好協(xié)會(huì)就曾經(jīng)激勵(lì)對(duì)第一至第三產(chǎn)業(yè)大中小企業(yè)進(jìn)行調(diào)查。結(jié)果：在引發(fā)干勁因素中，工資排在首位。這說(shuō)明工資高并不能引發(fā)干勁，而工資低則肯定降低干勁，因此報(bào)酬的高低對(duì)促進(jìn)員工積極性方面影響很大。目前，許多西方公司在薪酬方面探索出了一些成功的經(jīng)驗(yàn)，比如收益分享、利潤(rùn)分享、股票期權(quán)，雇員持股計(jì)劃 (EOSP)，平衡計(jì)分卡、關(guān)鍵績(jī)效

50、指標(biāo)和團(tuán)隊(duì)精神等，而且在制定薪酬政策時(shí)充分考慮了短期，中期、長(zhǎng)期報(bào)酬的關(guān)系，并為特殊人才設(shè)計(jì)特殊的“薪酬方案”，目的都是促使薪酬分配方案與激勵(lì)機(jī)制掛鈎，充分調(diào)動(dòng)員工團(tuán)隊(duì)的工作積極性和創(chuàng)造性。 將薪酬納入市場(chǎng)經(jīng)濟(jì)范疇進(jìn)行管理 將薪酬納入市場(chǎng)經(jīng)濟(jì)范疇進(jìn)行管理，從分配制度、分配機(jī)制、分配管理三大方面進(jìn)行大膽創(chuàng)新。分配制度創(chuàng)新是根本，分配機(jī)制創(chuàng)新是關(guān)鍵，管理創(chuàng)新是基礎(chǔ)。 建立以按勞分配為主體。按生產(chǎn)要素分配相結(jié)合的薪酬分配結(jié)構(gòu) 建立按勞分配與按生產(chǎn)要素分配結(jié)合起來(lái)的薪酬分配制度，是社會(huì)主義市場(chǎng)經(jīng)濟(jì)發(fā)展的必然要求，因此，現(xiàn)代企業(yè)薪酬分配結(jié)構(gòu)應(yīng)是以按勞分配為主體、按勞分配與按生產(chǎn)要素分

51、配相結(jié)合的基本格局。即一部分是在成本內(nèi)列支的收入分配制度，一部分是在稅後利潤(rùn)中列支的要素分配制度，使薪酬分配方案設(shè)計(jì)與員工勞動(dòng)收入及員工的技術(shù)、知識(shí)資本收益相適應(yīng)。 引入市場(chǎng)分配機(jī)制，使勞動(dòng)力價(jià)格與市場(chǎng)接軌 勞動(dòng)力市場(chǎng)價(jià)格是通過(guò)市場(chǎng)競(jìng)爭(zhēng)形成的市場(chǎng)工資率，是由勞動(dòng)力供求關(guān)系決定的。因此在設(shè)計(jì)薪酬分配方案時(shí)，要考慮勞動(dòng)力市場(chǎng)價(jià)格，建立起不同崗位、職務(wù)及相關(guān)企業(yè)的勞動(dòng)力價(jià)格體系，把它作為企業(yè)內(nèi)部基本的薪酬叁照標(biāo)準(zhǔn)，以充分體現(xiàn)勞動(dòng)力價(jià)值，引導(dǎo)勞動(dòng)力的合理流動(dòng)和優(yōu)化配置。兼顧企業(yè)效益，確立高效益高工資、低效益低工資的分配觀(guān)念 按勞分配必須是按勞動(dòng)創(chuàng)造的效益分配，如果一個(gè)勞動(dòng)者提供的產(chǎn)品(服務(wù))

52、不能滿(mǎn)足社會(huì)的需要，那麼他就不能獲取以市場(chǎng)價(jià)格反映的勞動(dòng)報(bào)酬，因此必須兼顧企業(yè)的經(jīng)濟(jì)效益。 根據(jù)員工工作能力和成果合理拉開(kāi)分配差距，將報(bào)酬與貢獻(xiàn)掛鈎 能力指工作的完成程度，通過(guò)所達(dá)到的目標(biāo)或所實(shí)現(xiàn)的效果來(lái)反映，而具備的潛在能力則是指知識(shí)和技能的綜合掌握程度以及經(jīng)驗(yàn)積累程度。薪酬的作用就是要激勵(lì)員工把自身所具備的全部能力都發(fā)揮出來(lái)，但這些能力必須是所在崗位元需要的知識(shí)和水平。工作成果即工作績(jī)效的大小，由於能力的不同會(huì)不同。因此，勞動(dòng)者得到的報(bào)酬也不應(yīng)相同。對(duì)企業(yè)來(lái)說(shuō)，真正對(duì)其有利的是勞動(dòng)者的實(shí)際勞動(dòng)成果，因此，貢獻(xiàn)大的有效勞動(dòng)應(yīng)獲得較高的報(bào)酬。 建立“以人為本”薪酬體系 日

53、本麥當(dāng)勞漢堡店每年總會(huì)發(fā)給員工家屬一筆數(shù)目可觀(guān)的獎(jiǎng)金；在他們過(guò)生日時(shí)，會(huì)派人送上鮮花。美國(guó)連鎖醫(yī)院公司在薪酬支付中多了一項(xiàng)額外的獎(jiǎng)金──“有氧運(yùn)動(dòng)挑戰(zhàn)計(jì)劃”，員工必須達(dá)到每月最低標(biāo)準(zhǔn)如慢跑30英里，打壁球15小時(shí)以上等，才有資格得到獎(jiǎng)金。海爾在薪酬支付的制度設(shè)計(jì)方面為不同的“千里馬”搭建了不同的“競(jìng)爭(zhēng)平臺(tái)”，對(duì)普通員工實(shí)行“三工并存，動(dòng)態(tài)轉(zhuǎn)換”──即優(yōu)秀工人、合格工人、試用工人，凡新進(jìn)廠(chǎng)工人均有一定試用期，期滿(mǎn)合格的轉(zhuǎn)為合格工人，反之優(yōu)秀工人可能因工作失誤轉(zhuǎn)為合格工人或試用工人。針對(duì)優(yōu)秀中層管理人員，海爾實(shí)行的以定期考核結(jié)果為依據(jù)是四級(jí)動(dòng)態(tài)考核，對(duì)科技人員的底薪設(shè)計(jì)是“給你一條船，進(jìn)退浮沈靠自

54、己”，按新產(chǎn)品在市場(chǎng)上獲得的經(jīng)濟(jì)效益的提成獲得薪酬。 領(lǐng)導(dǎo)工作的效果主要取決於下屬的活動(dòng)，但每一個(gè)下屬在能力、意愿等方面不盡相同。因此，領(lǐng)導(dǎo)者必須對(duì)下屬進(jìn)行認(rèn)真分析、找出差異，從而實(shí)施不同的領(lǐng)導(dǎo)方式，才能取得最佳的領(lǐng)導(dǎo)效果。對(duì)薪酬系統(tǒng)的設(shè)計(jì)也是如此，員工需求是有差異的，不同的員工或同一員工在不同時(shí)候需求都可能不同。對(duì)低工資人群，獎(jiǎng)金的作用十分重要；對(duì)收入較高的人群特別是知識(shí)份子和管理干部，則晉升職務(wù)、尊重人格、授予職稱(chēng)、鼓勵(lì)創(chuàng)新及工作的自由度等就顯得更為重要；對(duì)從事笨重、危險(xiǎn)。環(huán)境惡劣的體力勞動(dòng)職工，勞動(dòng)保護(hù)，勞動(dòng)條件、崗位津貼等可能就更為有效。因此，要想使薪酬制度發(fā)揮更大的效果，首先要對(duì)員工的需要有充分的了解。如果領(lǐng)導(dǎo)者想使對(duì)下屬激勵(lì)水平達(dá)到最大化，就必須看重他們的需求，了解需求的多樣化并做出積極的反應(yīng)，真正體現(xiàn)以人為本的思想。