人力資源有關(guān)講義1

人力資源有關(guān)講義2024/3/11人力資源有關(guān)講義[1]Day-to-DayOperationalFocusFuture/StrategicFocusPeopleProcessesStrategicHRPlanningHRasBusinessPartnerCultureandImageStrategicPartnerStaffingOrganizationalDesignSuccessionPlanningPerformanceMeasurementTraining&DevelopmentEmployeeRelationsLaborRelationsEnvironment,Health,Safety&SecurityVOWSurveyActionPlanCompensationBenefitsHRInformationSystemsComplianceAdministrativeExpertEmployeeRelationsExpertChangeAgentHR’s4Roles&KeyAccountabilities人力資源有關(guān)講義[1]ManagingHumanResourcesinCOMPAQCompensationMgt.T-Compphilosophy&designT-Compplanning&admin.Incentiveplans(MIPs/LTB)Profit-sharingschemeReward&recognitionprog.Expatriatemgt.ManpowerMgt.HeadcountmanagementRecruitmentstrategiesSourcesoflaborsupplySelectionprocess&toolsRetentionstrategies&plansStaffdeploymentStafforientationEmployeeRelationsMgt.BenefitsadministrationCodeofconductðicsEmployeedisciplineEmployeecommunicationsStaffsocial,sports&recreationCommunityservices&relationsEHS&SMgt.Environmentmgt.EmployeewellnessEmployeehealthservicesLosspreventionAssetmanagementSafetymgt.Culture/ValuesMgt.CorporatevisionCorporatemissionCulturebuildingTeambuildingHabitsbuildingPerformanceMgt.(HRD)Stafftraining&developmentSuccessionplanningCareerplanningCoaching&counselingAppraisalreview/rankingOrganizationdevelopmentLeadershipdevelopmentHumanResourceAdmin.Records&informationmgt.PersonnelresearchHRpolicyreviewHRprocessimprovementsHRperformancestds&auditLegalcomplianceDocumentcontrol人力資源有關(guān)講義[1]

StrategicComponentsofHumanResources

COMPENSATIONMANAGEMENTWebelieveinpayingcompetitivewagesthatcommensuratewithjobsizeandindividualperformanceWELFAREMANAGEMENTWebelieveinbeingafirm,fairandcaringemployer.Westrivetomakeemployeesvaluetheirjobsandwanttoremainintheorganizationbasedontheirabilitiestocontributeandgrow.

PERFORMANCEMANAGEMENTWebelieveinequippingemployeeswiththenecessaryskillstodoagoodjob,providingthemwiththetools,theenvironment,thesupportandtheinformationneededtoexcelintheirjobs.

CAREERMANAGEMENTWebelieveinmatchingemployees’strengthsandaptitudestoavailablejobs,developingthemtotheirhighestpotentialandofferingthemopportunitiestoadvanceintheircareers.

CULTURE/VALUEMANAGEMENTWebelieveininstillingourcorporatecorevaluesandpromotingacorporateculturethatemphasizesresults,teamwork,learning,sharing,servicequalityandworkexcellence.

人力資源有關(guān)講義[1]InternalequityExternalequityEmployeeequityAdministrationConceptsCompensationTechniquesPlanning,Budgeting,Monitoring,EvaluatingJobAnalysisJobDescriptionJobEvaluationJobGradesMarketDefinitionsSalarySurveysPolicyLinesPayStructuresSeniorityIncreasesPerformanceEvaluationIncreaseGuidelinesCompensationObjectivesRoleclarityandaccountability.Facilitatesadministrationandperformancemanagement.Competitivewagepoliciesandpractices.Influenceemployees’workattitudesandbehaviour.Attracttalents.Retaintalents.Motivateemployees.Complywithregulations.Consistencyinpolicyadministration.TheStrategicCompensationModel人力資源有關(guān)講義[1]WhatisJobEvaluation?Jobevaluationisadecisionprocessofcomparingonejobwithanotherjobwiththeaimofestablishingtherelativeimportanceofjobswithintheorganization.Jobevaluationwillprovideaninternallylogicalrankingofalljobswhichwillformthebasisofthecompany’ssalarystructure

人力資源有關(guān)講義[1]PrinciplesForJobEvaluationEvaluatingthejob,notthejob-holderEvaluatingthepresentjob,notthefuturejobJobisbeingcarriedoutinafullyacceptableandcompetentmannerProcessofevaluationisbasedongivenfactsinthejobdescriptions.Evaluatethejobbasedonthe“primaryresponsibilities”andignorethe“specialpersonal-to-holderresponsibilities.”

人力資源有關(guān)講義[1]JobEvaluation:3MainMethodsQualitativeMethod(anexampleistheJobClassificationMethodandtheJobComparisonMethod)QuantifyingtheQualitativeMethod(anexampleisthePointMethod)QuantitativeMethod(anexampleistheGuideChartProfileMethod)

人力資源有關(guān)講義[1]JobClassificationMethodadoptedbyAcademicInstitutionssuchasUniversitiesJobClassA:DoctorateDegreewithatleast10yearspostdoctoralexperienceplusrelevantmanagementexperience(FacultyHead)JobClassB:DoctoralDegreewithatleast5to10yearspostdoctoralexperience(FullProfessor)JobClassC:DoctoralDegreewithlessthan5yearspostdoctoralexperienceorMastersDegreewithover10yearspostgraduateexperience(AssociateProfessorandSeniorLecturer)JobClassD:MastersDegreewith5to10yearspostgraduateexperience(Lecturer)JobClassE:MastersDegreewith3to5yearsexperience(AssistantLecturer)JobClassF:MastersDegreewithlessthan3yearsexperience(TeachingorResearchAssistant)

人力資源有關(guān)講義[1]JobEvaluation:ThePointMethodJobEvaluationProcess1.FormaJobEvaluationSteeringCommittee2.Drawupaworkplanfortheexercise3.Decideonthebenchmarkjobs4.Decideonthejobfactorsfortheevaluation5.Determinenumberofdegreesforeachfactor6.Preparejobdescriptionsbasedonjob-factorformat7.Analyseeachbenchmarkjobintermsoffactorsanddegrees8.Decideontheweightsofeachfactor9.Determinetheweightedscoreforeachbenchmarkjob10.Slotinallotherjobsintothejobgrades人力資源有關(guān)講義[1]ThePointMethodFormtheJobEvaluation(JE)SteeringCommitteea.TheSteeringCommitteeshouldbechairedbytheCEOwithfunctionalManagers/Headsasmembers.TheHRManagershouldbetheSecretaryoftheJESteeringCommittee.b.Ifanexternalconsultantisemployedtoassistintheexercise,thenheshouldbedesignatedastheadvisortotheSteeringCommittee.TheHRManagershouldthendouble-upasthecounterpartforinternalskillstransfer.人力資源有關(guān)講義[1]JobFactorScoreSheet:Job#12FactorABCDEEducation20406080100Experience306090120150InterpersonalSkills1020304050ProblemsEncountered306090120150Sizeofunitsupervised1020304050DecisionMaking306090120150WorkEnvironment1020304050Impactoferrors306090120150Contacts/Committees1020304050AssetsControlled($)20406080100TotalScore=440points人力資源有關(guān)講義[1]ThePointMethodSlotallotherjobsintothejobgradesa.Fromtheclusters,decideonthenumberofjobgradestoadopt.b.Slotinallotherjobsintothejobgradesadopted.人力資源有關(guān)講義[1]TheGuide-ChartProfile:HayMethodThismethod,firstdevelopedbyDrEdwardN.Hayintheearly1950s,isessentiallyconcernedwithdecisionmakingandresponsibility.GuideChartswerecreatedin1951inclientsituations.Emphasiswasplacedonanswerabilityfortheconsequencesofdecisions,thedegreeoffreedomtotakedecisionsandbringthemtofruition,thedegreetowhichthereisprimeaccountability,ascomparedtosharedorcontributoryaccountabilityinajob.

人力資源有關(guān)講義[1]TheGuide-ChartProfile:4CriticalObservationsThemostsignificantfactorcouldbegroupedasrepresentingtheknowledgerequiredtodoajob,thekindofthinkingneededtosolvetheproblemscommonlyfaced,andtheresponsibilitiesassigned.Jobscouldberankednotonlyintheorderofimportancewithintheorganization,butthedistancesbetweentherankscouldbedetermined.ThefactorsappearedincertainkindsofpatternsthatseemedtobeinherenttocertainkindsofjobsThefocusoftheprocessofjobevaluationmustbeonthenatureandrequirementsofthejobitself,notontheskillsorbackgroundorcharacteristicsorpayofthejobholder.人力資源有關(guān)講義[1]TheGuide-ChartProfile:HayMethodThereareThreeFactorswithatotalofeightelementswhichdeterminethevalueofdifferentjobs.Theyare:

1.Know-How 2.Problem-Solving 3.Accountability

人力資源有關(guān)講義[1]TheGuide-ChartProfileMethod:Know-HowWhatisKnow-HowKnow-Howisthetotalofeverykindofskillrequiredforaverageacceptablejobperformance.Itisknowledgeandexperienceinprofessional,managerialandhumanRelationsactivitiesnecessarytofulfillthejob.Know-Howismeasuredindepthbyeightdegreesandinbreadthbyfivedegrees

人力資源有關(guān)講義[1]TheGuide-ChartProfileMethod:Know-HowThethreedimensionsofKnow-Howare:Practicalprocedures,specializedtechniquesandknowledgewithinoccupationalfields,commercialfunctions,andprofessionalorscientificdisciplines.ThisiscommonlyreferredtoastheDepthofKnow-How.Integratingandharmonizingsimultaneousachievementsofdiversifiedfunctionswithinmanagerialsituationsoccurringinoperating,technical,supportoradministrativefields.ThisisreferredtoastheBreadthofKnow-HowActive,practicingperson-to-personskillsinworkwithotherpeople.ThisisreferredtoastheHumanRelationsSkill.

人力資源有關(guān)講義[1]DepthOfKnow-HowA.Educationtopost–primarylevelB.Practicedinstandardworkroutinesand/oruseofsimpleequipmentandmachinesC.ProceduralorsystematicefficiencyanduseofspecializedequipmentD.Specializedskillgainedbyon-the-jobexperienceorthroughpartprofessionalqualificationE.UnderstandingoftheoreticalprinciplesnormallygainedthroughprofessionalqualificationorthroughadetailedgroupofinvolvedpracticesandproceduresF.Seasonedproficiencyinahighlyspecializedfield,gainedthroughexperiencebuiltontheoriesorabroadanddeepunderstandingofcomplexpracticesG.Masteryofprinciples,practicesandtheoriesgainedthroughwideexperienceand/orspecialdevelopmentH.Uniquecommandofprinciples,theoriesandpractices

TheGuide-ChartProfileMethod:Know-How人力資源有關(guān)講義[1]BreadthOfKnow-HowI.Nonorminimal–PerformanceorsupervisionofjobswhichhavecloselyspecifiedobjectivesII.Homogeneous–Integrationofoperationswhicharehomogeneousinnatureandobjective,andcoordinationwithassociatedfunctionsIII.Heterogeneous–Integrationorcoordinationofdiversefunctionsorsub-functionsinacompany;orinter-companycoordinationofatacticalfunctionIV.Broad–Integrationofthemajorfunctionsinanoperatingcompany;orgroup-widecoordinationofastrategicfunctionaffectingpolicyformationV.Total–ThemanagementofstrategicfunctionsandpolicyformationTheGuide-ChartProfileMethod:Know-How人力資源有關(guān)講義[1]HumanRelationsSkills1.Basic–Ordinarycourtesyandeffectivenessindealingwithothers2.Important–Understandingandinfluencingpeople,importantbutnotover-ridingconsiderations3.Over-riding–Skillsindevelopingandmotivatingpeopleareover-ridingconsiderations

TheGuide-ChartProfileMethod:Know-How人力資源有關(guān)講義[1]TheGuide-ChartProfileMethod:Know-How人力資源有關(guān)講義[1]Guide-ChartProfileMethod:ProblemSolvingWhatisProblemSolvingTheuseofKnow-Howrequiredbythejobtoidentify,define,andresolveproblems.“Youthinkwithwhatyouknow.”Thisiseventrueforthemostcreativework.Therawmaterialofanythinkingisknowledgeoffacts,principlesandmeans.Forthatreason,ProblemSolvingismeasuredasapercentageofKnow-How.ProblemSolvinghastwodimensions:TheenvironmentinwhichthethinkingtakesplaceThechallengepresentedbythethinkingtobedone

人力資源有關(guān)講義[1]TheGuide-ChartProfileMethod–Problem-SolvingThinkingEnvironmentA.Detailedrulesand/orrigidsupervisionB.Standardinstructionsand/orcontinuousclosesupervisionC.Well-definedprocedures,somewhatdiversifiedand/orsupervisedD.Substantiallydiversifiedestablishedcompanyprocedures,andgeneralsupervisionE.Clearlydefinedcompanypolicies,principlesandspecificobjectivesunderreadilyavailabledirectionF.Broadpoliciesandobjectives,undergeneraldirectionG.Generalpolicies,principlesandgoalsunderguidanceH.Businessphilosophyand/orprinciplescontrollinghumanaffairs人力資源有關(guān)講義[1]TheGuide-ChartProfileMethod–Problem-SolvingThinkingChallengeI.Repetitive–IdenticalsituationsrequiringsolutionbysimplechoiceofthingslearnedII.Patterned–SimilarsituationsrequiringsolutionbydiscriminatingchoiceofthingslearnedIII.Variable–Differingsituationsrequiringsearching,findingandselectingsolutionswithintheareaofthingslearnedIV.Adaptive–Situationsrequiringanalyticalinterpretiveand/orconstructivethinking.JudgmentisrequiredV.Creative–Novelornon-recurringpath-findingsituationsrequiringthedevelopmentofnewconceptsandimaginativeapproaches人力資源有關(guān)講義[1]Guide-ChartProfileMethod:AccountabilityWhatisAccountability?Theanswerabilityforactionandfortheconsequencesthereof.Itisthemeasuredeffectofthejobonendresultsoftheorganization.Ithasthreedimensions:FreedomtoAct-istheextentofpersonal,procedural,orsystematicguidanceorcontrolofactionsinrelationtotheprimaryemphasisofthejobJobImpactonEndResults–istheextenttowhichjobcandirectlyaffectsactionsnecessarytoproduceresultswithinitsprimaryemphasis.Magnitude–istheportionofthetotalorganizationencompassedbytheprimaryemphasisofthejob.Thisisusuallybutnotnecessarily,reflectedbytheannualrevenueorexpensedollarsassociatedwiththeareainwhichthejobhasitsprimaryemphasis.人力資源有關(guān)講義[1]TheGuide-ChartProfileMethod-AccountabilityFreedomToActA.Prescribed–Directanddetailedinstructions,andclosesupervisionB.Controlled–EstablishedworkroutinesandclosesupervisionC.Standardised–Standardisedpracticesandprocedures,generalworkinstructionsandsupervisionofprogressandresultsD.Generallyregulated–PracticesandprocedureswhichhaveclearprecedentsE.Directed–BroadpracticeandprocedurescoveredbyfunctionalprecedentsandpoliciesandmanagerialdirectionF.OrientedDirection–Functionalpoliciesandgoals,andgeneralmanagerialdirectionG.SeniorGuidance–InherentlyandprimarilytodirecttopmanagementguidanceH.OwnershipGuidance–Onlytoownershipreviewandpublicrecreation人力資源有關(guān)講義[1]

Impact I.VerySmall(underUS$1M) II.Small(BetweenUS$1MtoUS$10M) III.Medium(BetweenUS$10MtoUS$100M) IV.Large(MorethanUS$100M)TheGuide-ChartProfileMethod-Accountability人力資源有關(guān)講義[1]Environment1.Remote–Givinginformationonotherincidentalservicesforusebyothersinvolvedintheaction2.Contributory–Interpreter,advisoryorfacilitatingservicestothoseinvolvedintheaction3.Shared–Participatingwithothers(exceptsuperiorsandsubordinates)intakingaction4.Prime–Whollyresponsible,withlittleornosharedresponsibilityTheGuide-ChartProfileMethod-Accountability人力資源有關(guān)講義[1]SalarySurveybasedonHayMethodHayPointRangeMedianSalaryFormula200-300129.46*HP-1386301-400155.27*HP-9127401-500167.24*HP-13,916501-600159.47*HP-10,033601-700172.55*HP-17,881701-800150.75*HP-2621人力資源有關(guān)講義[1]SalarySurveybasedonHayMethodHayPointRangeUpperQuartile(Q3)SalaryFormula200-300144.89*HP-1648301-400165.55*HP-7845401-500195.67*HP-19,893501-600176.16*HP-10,140601-700194.51*HP-21,145701-800168.63*HP-3029人力資源有關(guān)講義[1]InternalequityExternalequityEmployeeequityAdministrationConceptsCompensationTechniquesPlanning,Budgeting,Monitoring,EvaluatingJobAnalysisJobDescriptionJobEvaluationJobGradesMarketDefinitionsSalarySurveysPolicyLinesPayStructuresSeniorityIncreasesPerformanceEvaluationIncreaseGuidelinesCompensationObjectivesRoleclarityandaccountability.Facilitatesadministrationandperformancemanagement.Competitivewagepoliciesandpractices.Influenceemployees’workattitudesandbehaviour.Attracttalents.Retaintalents.Motivateemployees.Complywithregulations.Consistencyinpolicyadministration.TheStrategicCompensationModel人力資源有關(guān)講義[1]CompensationManagementThefundamentalsofsalaryadministration Salaryadministrationisconcernedwithdecidinghowandwhatstaffshouldbepaidandwiththetechniquesandproceduresfordesigningandmaintainingsalarystructures,rewardingstaffandexercisingsalarycontrol.人力資源有關(guān)講義[1]AimsOfSalaryAdministration Thebasicaimsofsalaryadministrationaretoattract,

retainandmotivatestaffbydevelopingandmaintainingacompetitiveandequitablesalarystructure.Toensurethatasufficientnumberofsuitablestaffisattractedtojointheorganization;Toencouragesuitablestafftoremainwiththeorganization;Todevelopandmaintainalogicalsalarystructurewhichachievesequityinthepayforjobsofsimilarresponsibilityandconsistencyinthedifferentialsbetweenjobsinaccordancewiththeirrelativevalues;Toensurethatsalarylevelsmatchmarketrates;Tokeepthesalarylevelsadjustedinlinewithincreasesinthecostofliving;人力資源有關(guān)講義[1]AimsOfSalaryAdministrationTomaintainconsistencyinmethodsusedtofixandreviewsalarylevelsanddifferentials;Toprovideforprogressionwithinthesalarystructureinaccordancewithperformanceandlevelofresponsibility;Tooperatethesalarysystemfairlyandconvincethestaffthatthesystemisfair;Tomaintainaflexiblesalarysystemwhichwillaccommodatechangesinthemarketratesfordifferentskillsandinthecompany’sorganizationstructure;Toachievesimplicityinoperationsasanaidtostaffunderstandingandtominimizeadministrativeeffort;Tooperateeffectivesystemsofcontrollingsalarycostsandtheadministrativeproceduresrequiredtoachievetheaboveaimsattheleastcosttotheorganization.人力資源有關(guān)講義[1]ComponentsOfSalaryAdministration

Thestartingpointofsalaryadministrationisthedeterminationofsalarylevelsbyjobevaluation.Thereafter,salaryadministrationisconcernedwith:Thedesignandmaintenanceofsalarystructures;Theoperationofsalaryprogressionsystems;Theadministrationandcontrolofsalaryreviews;Thedesignandoperationofbonusschemes;Theprovisionofemployeebenefitsandotherallowances;Thedevelopmentofatotalremunerationpolicy.人力資源有關(guān)講義[1]CompensationToolsandTechniquesPayStructureSalaryStructurePerformanceRelatedPayMeritPaymentSchemeIncentiveSchemeBenefitPoliciesSalaryReviewGuidelinesCompa-ratioSalaryProblems人力資源有關(guān)講義[1]CriteriaforPayStructuresBeappropriatetotheneedsoftheorganization,intermsofits:

-culture,sizeandthedegreeinwhichchangestakeplace -needforflexibility -typeandlevelofemployeestobecoveredBeflexibleinresponsetointernalandexternalpressures,especiallythoserelatedtomarketratesandskillshortages.Providescopeforrewardinghigh-flyerswhilestillprovidingappropriaterewardsforthemajorityofemployees.Ensurethatrewardsaregiveninlinewithperformancesandachievements.Provideabasisforcareerplanningwhichwillmotivateambitiousemployeeswithhighpotential.Facilitateconsistencyinthetreatmentofvaryinglevelsofresponsibilityandperformance.人力資源有關(guān)講義[1]GradedSalaryStructuresAlljobsareallocatedintosalarygradewithinthestructureonthebasisofanassessmentoftheirinternalandexternalvaluetotheorganization.Eachsalarygradeconsistsofasalaryrangeorband.Thejobsallocatedtoasalarygradeareassumedtobebroadlyofthesamelevel–normallythesameminimumandmaximumrates,whichcorrespondwithgradeboundaries.人力資源有關(guān)講義[1]GradedSalaryStructures Atypicalgradedstructureconsistsofasequenceofsalarygradesorranges,eachofwhichhasadefined

minimumandmaximum.Itisassumedthatallthejobsallocatedintoagradearebroadlyofthesamevalue,althoughactualsalariesearnedbyindividualswilldependontheirperformanceorlengthofservice. Acrosstheboardcostoflivingormarketrateincreaseswillusuallyresultinanincreasetotheminimaandmaximaofeachgrade.Allthejobsinanorganizationmaybecoveredbythesamestructureofsalaryrangesortheremaybedifferentstructuresfordifferentlevelsorcategoriesofjobs.人力資源有關(guān)講義[1]Make-upofaSalaryGradeAbasicprincipleofasalarystructureisthatindividualsadvancethroughthestructureeitherbyprogressingwithinthesalarygradeforthejobastheyimprovetheirperformance,orbypromotion.Inthesimpleststructure,peoplemovemoreorlesssteadilyfromtheentrypointofthegrade(withmightbeabovetheminimumiftheyhavealreadygainedrelevantexperienceelsewhereorwithinthefirm)totheupperlimit,unlesstheymovetoahighergrade.Itispossible,however,todistinguishthreestagesintowhichthisprogressionisdivided,andforsalaryadministrationpurposesitishelpfultodividethegradeintothreezoneswhichcorrespondtothesestages.

人力資源有關(guān)講義[1]SalaryStructure:RatioMethod人力資源有關(guān)講義[1]SalaryStructure:RatioMethod人力資源有關(guān)講義[1]SalaryStructure:DispersionMethod人力資源有關(guān)講義[1]SalaryStructure:DispersionMethod人力資源有關(guān)講義[1] Thelearningzonecoverstheperiodwhenapersonisonhis‘learningcurve’,familiarizinghimselfwiththeknowledgeandskillsrequiredifheistobecomefullycompetent.Thelengthoftimetogothroughthiszonewillvaryaccordingtotheindividual’sexperience,competenceandabilitytolearn.Itwouldbeacceptedthatsomeonemightentertherangeatanypointinthiszone,frombottomtotop,dependingonexperience.TheLearningZone人力資源有關(guān)講義[1] Thequalifiedzonecoverstheperiodwhenthejobholdercontinuestoincreasehiscapacitytodotheworkandtoimprovehisperformance. Theminimumsalaryinthiszoneshouldbethemarketrateforthejob,sofarasthiscanbeascertained,theassumptionbeingthatthemarketrateisthesalarylevelrequiredtoattractacompetentindividualfromanotherjobtojointhecompany.Themid-pointinthiszone,whichisalsothemid-pointofthegrade,isthesalarylevelwhichallcompetentemployeeswouldbeexpectedtoachieve.Thisisabovethemarketrateinordertoretaintheseindividuals.Anemployeewhoisnomorethancompetentcouldstopatthispoint,butmostwouldcontinuetoadvanceuntiltheyreachthetopofthequalifiedzone,whichwouldberegardedasthenormalmaximumforthejob.Manysuchemployeeswouldinanycasebepromotedtoahighergradebeforetheyreachtheupperlimitofthiszone.TheQualifiedZone人力資源有關(guān)講義[1]The

premiumzoneisreservedforthoseemployees,especiallyinthehighergradejobs,whoachieveexceptionalresultsbutforwhomsuitablepromotionopportunitiesdonotexist. Thiszoneenablesoutstandingstafftobegivenadditionalrewardsandencouragement.Insomesalarystructures,thepublishedsalarygradesforeachjobonlycoverthelearningandqualifiedzones,thepremiumzonebeingreservedforuseinspecialcases.Progressionthroughthatzonewouldnotberegardedasnormalbymanagementorstaff.ThePremiumZone人力資源有關(guān)講義[1]Make-upofaSalaryRange人力資源有關(guān)講義[1]RelationshipsBetweenGrades20%20%人力資源有關(guān)講義[1]GradedSalaryStructuresTherangemaybedefinedintermsofthedifferencebetweenthelowestandhighestpointsintherange,usingtheminimumastheanchor(Maxminratiomethod):

Min

Midpoint

Max

Maxmin $20,000 $24,000 $30,000 1:50 $20,000 $25,000 $32,000 1:60 $20,000 $26,000 $34,000 1:70

Alternatively,therangemaybedefinedasapercentageofthemidpointusingthemidpointastheanchor(Salarydispersionmethod):

Min

Midpoint

Max

Dispersion

Max

Point

(100%)

Point

Ratio $20,000(80%) $25,000(100%) $30,000(120%) +20% 1.50 $18,750(75%)$25,000(100%) $31,250(125%) +25% 1.67 $17,500(70%) $25,000(100%) $32,5000(130%) +30% 1.85人力資源有關(guān)講義[1]Themidpointoftherangeisregardedasthe“targetsalary”forthegrade,whichwouldbetheaveragesalaryofthestaffinthegrade.Thetargetsalaryisthesalarythatyouwillpaytoafullycompetentprofessionaldoingthejobonthatgrade Themidpointisusuallyalignedtothemarketratesforjobsinthegrade. Thesalarypolicyoftheorganizationdetermineswhetherthemidpointisequatedtothemedianmarketrateorwhetheritisrelatedtoanotherpoint.egupperquartileGradedSalaryStructures人力資源有關(guān)講義[1]Therateofsalaryprogressionthrougharangeisdetermineby:

-timeorlengthofservice(serviceincrements) -individualperformance(variableormeritincrements)Thenumberofsalaryrangesrequireddependon:

-theupperandlowersalarylevelsofthejobstobecoveredbythestructure,whichgivetheoverallrangeofsalarieswithinwhichtheindividualsalaryrangeshavetobefitted -thenumberofdistinctlevelsofresponsibilityinthehierarchywhichneedstobecateredforbyseparategrades -thesizeofthedifferentialsbetweeneachsalaryrange.GradedSalaryStructures人力資源有關(guān)講義[1]GradedSalaryStructuresThereisadifferentialbetweenthemidpointsofeachsalaryrangewhichprovidesadequatescopeforrewardingincreasedresponsibilityonpromotion. Itdoesnotcreatetoowideagapbetweenadjacentgradesorreducetheamountofflexibilityavailableforgradingjobs.Thesalaryrangesaresufficientlywidetoallowrecognitionofthefactthatpeopleinsamejobgradecanperformdifferently,fromsatisfactoryperformancetooutstandingperformance.Thereisanoverlapbetweentwoconsecutivesalarygradeswhichacknowledgesthatanexperiencedpersonshouldbeofmorevalueonthecurrentgradethananewcomerinthenexthighergrade.人力資源有關(guān)講義[1]DesigningtheSalaryStructureStep1Conductmarketratesurveysforexistingjobs.Reviewexistingsalarystructuresanddifferentialsbetweenthesalarylevelsofthemostseniorandjuniorjobstobecoveredbythenewstructure.Identifykeyproblemareas(ifany)inexistingstructures.Step2Conductanupdateofthejobevaluationexercise,takingintoconsiderationallchangestojobssincethelastjobevaluationreviewStep3Obtainmarketratedatafortheevaluatedjobs,bearinginmindthatthereislikelybearangeofmarketratesratherthanaprecisefigure.Preferablythemarketratedatashouldbebasedonasimilarjobevaluationsystemforcomparability.人力資源有關(guān)講義[1]DesigningtheSalaryStructureStep4Drawupasalarygradestru