獲取競爭優(yōu)勢人力資源管理之七

1、獲取競爭優(yōu)勢人力資源管理之七M(jìn)otivation and pay 激勵(lì)和薪資報(bào)酬1.Discuss the Maslow, the Herziberg and the Adams theories討論馬斯洛，赫茲伯格，亞當(dāng)斯的激勵(lì)理論2.Describe the compensation and the bases for determining pay討論薪資報(bào)酬和決定工資水平的因素3.Explain how to establish a pay plan如何制定工資計(jì)劃4. Discuss long-term and short-term plans長期和短期激勵(lì)計(jì)劃1. Fundamen

2、tals of Motivation激勵(lì)理論激勵(lì)理論n1.1Maslow. 馬斯洛需要層次論馬斯洛需要層次論 A distinguished psychologist who identified five basic categories of human needs, and indicated that each heed becomes active only after the need below it is satisfied. self-actualization ego social safety physiological 1.2 Herznerg and motivato

3、r-hygiene theory赫茲伯格雙因素理論赫茲伯格雙因素理論(1) 保健因素保健因素Hygiene factors. According to herziberg, hygiene factors include not only physiological needs such as hunger and thirst but also salary, working conditions, and supervision.offering more hygiene is not the best way to strengthen motivation, in herzbergs

4、view, since they just prevent dissatisfaction.保健因素不僅僅指餓，渴等生理需要，還包括工資，工作條件，領(lǐng)導(dǎo)監(jiān)督等等因素，滿足這些因素并不能帶來動(dòng)機(jī)，而只能起到防止員工不滿的保健作用。(2) 激勵(lì)因素激勵(lì)因素Motivator factors. Opportunities for achievement, responsibility and more challenging jobs 激勵(lì)因素是指獲得成就感，在工作中承擔(dān)起更具責(zé)任更有挑戰(zhàn)性的工作 Hygiene Factors Dissatisfied Prevent Dissatisfied m

5、otivation factors No satisfy Satisfy 1.3 Adams Equity Theory亞當(dāng)斯的公平理論亞當(dāng)斯的公平理論n公平理論Equity theory of motivation assumes that people are strongly motivated to maintain a balance between what they perceive as their input, or contributions and what their output, or reward. 公平理論指出人們通過將自己投入和收益之比和他人的投入收入指標(biāo)做比

6、較，以此判斷是否得到公平對(duì)待。n Op / Ip Or / Irn Op / Ip Or / Irn Op / Ip Or / Ir2. Basic Aspects of Compensation 薪資報(bào)酬薪資報(bào)酬 n2.1compensation at work 工作報(bào)酬工作報(bào)酬 Employee compensation means all forms of pay or rewards going to employees and arising from their employment.員工因工作而獲得的各種報(bào)酬nDirect financial payment直接報(bào)酬: wages

7、 salaries, incentives, commissions, and bonuses. 如工資薪水，獎(jiǎng)金，傭金，紅利nIndirect employment:financial fringe benefits like employer-paid insurance, vacations, and non-financial rewards like challenging jobs, flexible work hours, a more prestigious office.間接報(bào)酬，包括間接貨幣方式支付的福利，保險(xiǎn)， 休假，以及非貨幣方式支付的報(bào)酬，如挑戰(zhàn)性工作，彈性工作時(shí)，豪

8、華辦公室等。2.2.Basic consideration in determining pay 決定工資水平的因素nLegal consideration法律和法規(guī)nUnion influences 工會(huì)的影響nCompensation policies報(bào)酬政策nEquity and its impact on pay 公平的影響nLabor Marketplace price勞動(dòng)力市場價(jià)格nbenchmark基準(zhǔn)價(jià)格ninflation通貨膨脹nCost-of-living differentials 地區(qū)生活費(fèi)用nprofitability企業(yè)贏利能力nSpecification 任職資

9、格nposition職務(wù)因素nEnterprise culture企業(yè)文化nLabor cost in different countries 國家間勞動(dòng)力成本差異nSkill level in different countries 國家間技能水平差異nGDP per person in different countries 國家間人均國內(nèi)生產(chǎn)總值差異Example:Enterprise culture 受企業(yè)文化因素影響的工資結(jié)構(gòu)線實(shí) 實(shí)付 A 付 C 工 工資 B 資 D 職務(wù)評(píng)價(jià)等級(jí) 職務(wù)評(píng)價(jià)等級(jí)3.Establishing Pay Rates 確定工資結(jié)構(gòu)3.1 Step1.det

10、ermine the worth of each job 確定每個(gè)職務(wù)的相對(duì)價(jià)值njob evolution is aimed at determining the relative worth of a job. It involves a formal and systematic comparison of jobs in order to determine the worth of on job relative to another.職務(wù)評(píng)價(jià)目的在于判定一個(gè)職務(wù)的相對(duì)價(jià)值，確定一個(gè)職務(wù)相對(duì)于其他職務(wù)的價(jià)值所做的正式系統(tǒng)的比較，以確定該職務(wù)的工資等價(jià)。(1) Job Evaluati

11、on Methods職務(wù)評(píng)價(jià)方法n排序法Ranking methodn the simplest method of job evaluation that involves ranking each job relative to all other jobs, usually based on overall difficulty.是最簡單的職位評(píng)價(jià)方法，依據(jù)工作復(fù)雜程度等總體指標(biāo)對(duì)每一個(gè)職位的相對(duì)價(jià)值予以排序常青衛(wèi)生院職位序列n醫(yī)院院長 25，000 元n護(hù)士長 16，000 元n管理員 15，500 元n護(hù)士 10，000 元n勤雜工 7，000元 (2) Point method要素

12、計(jì)點(diǎn)法nPoint method要素計(jì)點(diǎn)法nThe point method is a more quantitative job evaluation technique. It involves identifying 1) several compassable factors, each having several degrees as well as 2) the degree to which each of these factors is present in the job 一種更為復(fù)雜的量化職位評(píng)價(jià)技術(shù)。 它要求確定多個(gè)報(bào)酬要素， 每個(gè)要素分成幾等，這些因素的等級(jí)是工作的

13、現(xiàn)實(shí)情況。Three factors of job evaluation system 三要素工作評(píng)價(jià)系統(tǒng)舉例Title of job Work experiences工作經(jīng)驗(yàn)Education degree教育程度Work complexity工作復(fù)雜性Total scores總計(jì)Computer operator403040110Computer procedure405065155System analyzer656085210Step 2 conduct the salary survey薪資調(diào)查nSalary survey is at determining prevailing w

14、age rages. A good salty survey provides specific wage rates for specific jobs。市場薪資調(diào)查在確定員工報(bào)酬時(shí)起到?jīng)Q定作用，好的薪資調(diào)查為特定的職位提供特定的工資率。 nThe ways of the survey調(diào)查方法途徑nWritten questioners問卷法nTelephone survey 調(diào)查nNewspaper ads 報(bào)紙雜志nCommercial survey商業(yè)調(diào)查nProfessional survey專業(yè)調(diào)查nGovernment survey政府調(diào)查Step 3 Group Similar

15、 Jobs Into Pay grades 將類似職位歸入同一工資等級(jí)nPay grade. 工資等級(jí) A pay grade is comprised of jobs of approximately equal difficulty. 通過比較將類似職位歸入同一工資等級(jí)。Step 4 price each pay grade-wage curves 確定工資曲線Step 5 fine tune pay rates對(duì)工資率進(jìn)行微調(diào)n(1) develop rate ranges設(shè)計(jì)工資率系列This will involved correcting out-of-line rates and

16、 developing rate ranges調(diào)整偏差工資率并設(shè)計(jì)一套新的工資率系列n(2)correcting out-line rates修正工資偏差率This is to cope with the problem that the average pay for that job is currently too high or too low對(duì)過高和過低的工資率進(jìn)行修正。 Wage Structure 工資率結(jié)構(gòu)工資率 工資率結(jié)構(gòu)4. Bases for Determining Pay 工資制度nPay on time 計(jì)時(shí)工資制nPiecework pay計(jì)件工資制nSkill-b

17、ased pay技能工資制nPay by Working age年功工資制nPosition and skill pay崗位技能工資制nStructure pay結(jié)構(gòu)工資制5.Current Issues in Compensation Management 當(dāng)前在報(bào)酬管理上存在的爭議 Determinants of Executive Pay高層管理人員的工資nFour compassable factors:4個(gè)決定高層管理人員工資水平的要素nCompany size公司規(guī)模nProfitability 贏利能力nNumber of employees 雇員數(shù)量nWork experien

18、ce 工作經(jīng)驗(yàn)若干國家年銷售額2。5億美元以上公司CEO的報(bào)酬比較 國家CEO的總報(bào)酬（萬美元）CEO的購買力（美國=100）%CEO的報(bào)酬和制造業(yè)員工報(bào)酬之比美國 87.110024巴西59.76641法國58.64016阿根廷53.58729德國49.44011日本45.4359墨西哥35.071446.financial incentives績效工資n6.1 money and motivation金錢和動(dòng)機(jī)金錢和動(dòng)機(jī)nTalor. the father of the scientific management movement 科學(xué)管理之父。nFair day. 公平工作日。The f

19、air days work should depend on the a careful, formal, scientific process of inspection and observation公平工作日依賴于仔細(xì)，正規(guī)，科學(xué)的監(jiān)察，觀察過程上所做的工作分析，nScientific management. 科學(xué)管理Implies careful scientific study of all the factors that go into work and includes workerss motivation,job satisfaction, and optimum prod

20、uction對(duì)提高勞動(dòng)生產(chǎn)率進(jìn)行的仔細(xì)科學(xué)的研究，包括動(dòng)機(jī)，工作滿意度，最優(yōu)生產(chǎn)方法等。7.Incentives for Production Employees生產(chǎn)工人激勵(lì)計(jì)劃7.1 Piecework 計(jì)件工資制 nStraight piecework plan直接計(jì)件工資制nGuaranteed piecework有保障計(jì)件工資制7.2 Standard hour plan 標(biāo)準(zhǔn)工時(shí)制7.3 Group incentive plans團(tuán)隊(duì)激勵(lì)計(jì)劃8. Incentives for Managers and Executives中高層管理人員激勵(lì)計(jì)劃8.1 Short-term incen

21、tives: the annul bonus短期激勵(lì)， 年終分紅nEligibility資格條件nFound-size determination基金規(guī)模的確定nIndividual awards 個(gè)人獎(jiǎng)勵(lì)額8.2 long-term incentives長期激勵(lì)計(jì)劃nCapital accumulation programs.資本積累方案 Encourage executives to stay with the company by providing them with the opportunity to accumulate capital based on the forms lo

22、ng-term success. 通過為高層管理人員積累財(cái)富，鼓勵(lì)他們?yōu)橥瓿砷L期目標(biāo)與企業(yè)共同奮斗。(1) Seven long-term incentive plans 管理人員七種長期激勵(lì)形式：nStock options 股票期權(quán)nStock appreciation right股票增值計(jì)劃nPerformance achievement plans績效達(dá)成計(jì)劃nRestricted stock plans定量股票計(jì)劃nPhantom stock plans影子股票計(jì)劃nBook value plans股票面值計(jì)劃nLong-term cash performance incentive

23、s現(xiàn)金紅利長期績效計(jì)劃(2) Implementing Long-term Incentives 長期激勵(lì)計(jì)劃的實(shí)施One study by consultants McKinsey and company 麥肯錫咨詢公司的研究麥肯錫咨詢公司的研究nRisk of stock options股票期權(quán)的風(fēng)險(xiǎn)nLong-term incentives to managers and top executives長期激勵(lì)計(jì)劃對(duì)中層和高層管理人員的作用n3 conditions of successful plans成功的長期激勵(lì)計(jì)劃的條件：The Measures of performance correlate with shareholder wealth creation , not earning per share growth績效測量標(biāo)準(zhǔn)和持股人的財(cái)富增長相關(guān)，而不是和股息增長帶來的收入相關(guān)Establish valid target l