薪酬制度流程的重點研究外文翻譯

1、薪酬制度流程的重點研究外文翻譯 外文題目:Process-focused Salary System出 處:Journal of Systems Science and Systems Engineering 作 者:Dcch P and Sloan R原 文 :Process-focused Salary SystemAbstract: Salary often acts as the main incentive by managers to push employees to adjust their behaviors so as to realize organizations go

2、al.With the transfer from function focused organization to process focused organization,the new relative salary system should be established at the same time.This article is intended to introduce an original salary system process focused salary system.After pointing out faults of traditional functio

3、n focused salary system,the article explains the design thoughts behind the new process focused salary system.summaries its three styles:based on cost,based on quality and based on task;and at last defines its application scope.Keywords: salary system;process;BPR1 IntrOduction 1.1 Background of Proc

4、ess focused Organization The 1 990s witnessed the theory of BPRBusiness Process Reengineering,which was regarded as the forth revolution in the management history,became an effective tool to fight against organization redundancy, bureaucracy atmosphere and information. Technology black hole.Emphasiz

5、ing on the customer oriented corporation culture and paying close attention to the core business processes,BPR uses SSimplify,IIntegration,EEliminateand AAutomationto optimize the logical relations of activities in the processes,facilitate the smooth flow of cash,information,human and products and i

6、mpel organization from function focused style to process focused style.More and more enterprises attach importance to the process focused organization since our society has entered the 3CCustomer,Change,Competitionera. According to the statistics,however,the succeSS rate of process focused organizat

7、ion is below 40 per cent.The related survey indicated that the reasons for the failure lie in the fact that enterprises ignore the establishment of human resource plan,information technology platform and management regulation systemincluding corporation culture,which account for 20 per cent,30 per c

8、ent and 50 per cent of failure reason respectively. 1.2 Salary System Is Key of Reform 7S Success Therefore,the key to reform7s SUCCESS is to set up a suit of management regulation system,and most importance of all,is to establish a set of salary system. The reform requires employees to change their

9、 behaviors and values since it redesigns the work flow and subsequently changes the ways of working.As the most efficient tool of salary system can be made use of to encourage the expected behavior.Using means of promoting,salary increasing and special subsidy to consolidate behavior change;at the s

10、ame time,demotion,salary deduction and other punishment means can be adopted as negative stimulants towards the unexpected behaviors. In this way,employee can adjust bis behavior,change his work attitude,improve his skills and form new values day today.2 Transfer from Function focused System:Salary

11、System to Process?focused Salary 2?1 Faults of Function focused Salary System There are two main kinds of salary system;one is functionfoeused salary system,the other is process focused salary system. Function focused salary system has been the main trend for a long time.How does it run?Firstly,the

12、same or similar activities are classified into the same department.Let us take an example?Market survey,market promotion strategy decision,market distribution channel management are all similar activities,So they belong to the same department market department.Secondly,diverse positions and levels a

13、re identified in every department of the organization.If two persons have similar position then they have similar salary. Position 8L Skill salary system,for instance,is one typical funetion-focused salary system,popular especially in manufacture industry.Some firms classify the manufacture position

14、 into milling,punching,grinding,polishing and etc.,with skill levels divided into primary,middle and high.The designers of above mentioned salary system deem that one position needs corresponding skills and abilities such as memory,decision and bodv control or some theoretical and practical knowledg

15、e.To gain the certain position must study required skills,abilities and knowledge.It goes without saying that more sophisticated knowledgemore large study cost.Consequently,Position&Skill salary svstem is to some extent compensation for study cost. This widely used salary system seems reasonable and

16、 feasible.However,no matter how perfect it seems to be,the function focused salary system has one fataI fault in nature because it is born with functionfocused organization.This traditional organization type divides the whole organization into several functional departments.Emplovees are usually pro

17、moted only within the department he works for.When an intern climbs his social ladder to be a senior financial manager,he has to concentrate on the work in finance department and attaches great importance to the instructions from his direct boss.He would not like to share his precious time and energ

18、y with other departments,needless to say of the outside customer. That is to say,organization could not change into a customer oriented one since its employee cares too much about the demand of his own department to notice the demands of customers.That is why many departments in organization are dum

19、b to the markets signals orpressure,and many employees treat customers coldly.The common clerks deem it issenior managers or boss not themselves that should shoulder responsibilities towardscustomers.Employees usually complain that unexpected or emergency task is beyond the descriptions in the posit

20、ion instruction book.contribute to the customers 7 satisfactory.People seldom realize it is worthy efforts to All in a11,the inherent fault of function focused salary system lies in the facts that emplovees ignore the customers and seldom share work with other department voluntarily. 2.2 Design Thou

21、ghts Behind Process-focused Salary System What then will be a well balanced and effective salary system?In the first place,salaryshould be a variety not a constant.Obviously,salary is the re distribution of part ofprofit.As it is well known,profit jumps up when demand is brisk and drops sharply when

22、 slump comes.Since profit is changeable,salary is also changeable.In the second place,salary system should measure employees work with both personal performance and the profit they created.Only in this way can an employee endeavors to push his ability to the limit and meanwhile gives attention to th

23、e overall organization performance.But the traditional function focused salary system can not keep up with our society for its design thoughts are static and unilateral.Our era demands a novelty salary system. Process focused salary system has advantage over traditional one because it is born with p

24、rocess focused organization.As mentioned above,the thoughts of process focused organization analyze organization structure from the angle of process.The resource such as cash. raw materials and people are initial inputs.The final products or services are outputs.Plenty of interior processes transfer

25、 inputs into outputs.Then,all employees are viewed as various links among various of processes.People who belong to some certain process must collaborate to satisfy the final customer at the last end of process.The reason is because customer satisfaction is the determinant factor of sales income and

26、 profit.The more satisfactory the customers are,the more opportunities for organization to reinforce and enlarge its market share. Process focused salary system adopts new measurement indexes.In the traditional salary system,they are age,knowledge background,position or skill level,but now one organ

27、ization measures employees with one key question:What you have contributed to the procass or customer satisfaction?To mak6 it practical,we can use sales income or profit,customer complain case rate,the co work attitude and other indexes to substitute for customer satisfaction measurement. The new sa

28、lary system has significant meaning to win the competition.It changes the ideas of employees.In the past,employees think belong to some department and what Ido is for myself and my department.“Now,employees think|.I belong to some process and what I do is for customers at the end of this process.”Fu

29、rther,the person involved in one process looks at next link as one kind of internal customer.It is his duty to try his best to provide products or services for the next link,and the last link provides products or service for the outside customer.With the application of process focused salary system,

30、the customer oriented corporation culture spreads like wild fire and root in the heart ofemployees finally.3 The Forms of Process?focused Salary System There are three main forms of process?focused salary system: 3.1 Cost?based The cost-based and process?-focused salary system is to apportion cost i

31、ndex into every link of one process,and then every link takes responsibility for controlling the cost.This type of salary system is suit for price?sensitive organization where price is main weapon to win in market competition. In practice,firstly,organization should set one price goal.This goal mayb

32、e the accepted market price or the price of product/service of main competitors.Secondly,cost goal is calculated after the required profit rate is deducted from aimed price.Thirdly,cost goal is apportioned among the process into every link step by step.Cost of semi?products must be controlled within

33、 the stipulated scope when semi?products are transferred from one link to next one.The employee will get his payment when he meets the demand of cost control.If he spares cost a lot with required quality,he will get extra bonus from what he saved.Otherwise,his salary will be lower that standard as p

34、unishment. Handan Iron 8L Steel Corporation is a Success case of above mentioned salary system.Cost index is the only decisive factor of。salary.No matter what the reason is,bonus or wage will be lost on the condition that cost index exceeds upper standard of the required control scope.This salary sy

35、stem reform played a great role to stop loss and become a turn point to profit.It make Handan Iron&Steel Corporation to be few of domestic profitable enterprise in the same industry.Before that,the corporations financial situation has been in red for five months and faced a slump demand in iron&stee

36、l market. 3.2 Quality?based The quality-based and process?focused salary system is to divide quality indexes into every link of one process,and then every link takes responsibility for products quality of this link.This type of salary system is suit for quality?sensitive organization especially in s

37、ome chemical production industry where the product of former link is the raw material of latter link.The final quality might be inferior。just because of fault of one link. In practice,quality?sensitive organization can establish a set of quality indexes.For example,product rate,inferior product rate

38、 and super product rate are all quality indexes to measure the workers work.Any link,which makes mistakes and 1ead to the final inferior product,will be responsible for the according loss.The salary of employees is calculated with the following formula: sa-b+cPB Where S:the actual salary;d:standard

39、mark,usually 100;b:the lostss mark caused by this links fault;c:the loss mark caused by former 1inks fault;P:profit:B the salary portion in profit.usually 081 and it is constant,for only part of profit canbe used as salary. Therefore,employess can realize their work and salary is closely connected w

40、ith finaloutput,and finally set up the sense?of total quality. One sugar firm adopts this salary system.It divides the main production process intosugar cane purchase,;squeeaing,bagasse filtrating,sugar manufacturing and packing links.A quality control index system is used to assess the quality of e

41、very link.For instance,the customer resent one inferior lot partly because the packing is not fasten and partly because sugar manufacturing links product has not be purified enough.According to the quality index system,the loss mark caused by packings fault is 30,and the loss mark caused by sugar ma

42、nufacturings fault is 1 7,so the salary of packing worker is: sa-b+cPB100-30+17 PB 87PBThat is to say,the packing worker only gets 87 per cent of the standard salary.外文題目:Process-focused Salary System出 處:Journal of Systems Science and Systems Engineering作 者:Dcch P and Sloan R 譯 文 : 薪酬制度流程的重點研究摘要:薪酬往

43、往充當(dāng)了提高管理者管理積極性的主要動力,促使員工來調(diào)整自己的行為,從而實現(xiàn)組織的結(jié)構(gòu)從以功能為重點的組織轉(zhuǎn)變?yōu)橐赃^程為重點的組織,這篇文章的目的是在建立新的相對工資制度同時引入原有的薪酬制度?以過程為重點的工資制度,并指出了傳統(tǒng)薪資制度即以功能為重點的薪酬制度的弊端。文章闡述了新的薪資制度以過程為重點的工資制度的特點:以成本為基礎(chǔ),以質(zhì)量為基礎(chǔ),以任務(wù)為基礎(chǔ),最后對它的應(yīng)用范圍做了一個規(guī)范的定義。關(guān)鍵詞:薪酬制度,重點,業(yè)務(wù)再造流程1 簡介1.1以過程為重點的組織建立的背景? 90年代出現(xiàn)了業(yè)務(wù)流程重組理論(業(yè)務(wù)流程再造理論),這是作為管理學(xué)理論上的歷史性革命,它成為一個能夠有效打擊組織重疊,

44、組織職能過大和信息技術(shù)漏洞的工具。以客戶為本的企業(yè)文化強調(diào)密切關(guān)注核心業(yè)務(wù)流程,業(yè)務(wù)流程再造和使用,業(yè)務(wù)流程的簡化及重組,電子商務(wù)和辦公自動化等組織系統(tǒng)及業(yè)務(wù)流程的優(yōu)化。在活動的過程強調(diào)要把促進(jìn)現(xiàn)金,信息,人力,產(chǎn)品和功能的合理有效組合作為重點從而推動組織的發(fā)展和優(yōu)化。目前越來越多的企業(yè)重視都把以建立過程為重點的組織體系作為管理體系的目標(biāo)和方向,因為我們的社會已進(jìn)入了3C(客戶,變革,競爭)的時代。但是根據(jù)統(tǒng)計數(shù)據(jù)表明企業(yè)建立以過程為重點的組織體系的的成功率低于百分之四十。相關(guān)調(diào)查表明失敗的原因在于,企業(yè)忽視人力資源規(guī)劃占百分之二十,沒有重視信息化建設(shè)以及技術(shù)平臺的建立占百分之三十和忽視管理的

45、規(guī)管制度(包括企業(yè)文化)占百分之五十。?1.2薪酬制度是改革成功的關(guān)鍵 因此,對于薪酬制度改革成功的關(guān)鍵是要建立一個相適應(yīng)的管理規(guī)例系統(tǒng),最重要的,是建立一個薪酬體系。要求員工改變他們的行為和價值,因為它重新設(shè)計工作流程,隨后改變他們的工作方式的最有效的工具的。工資獎勵制度,作為最有效的管理工具,它以促進(jìn)和增加員工的收入及專項的獎勵補助制度,改變員工原先的收入預(yù)期觀念。同時也可以降職,減薪等手段作為懲罰手段,兩者結(jié)合可以收到很好的效果。能夠為員工改變他們的行為,改變他的工作態(tài)度,提高自己的技能,并形成新的價值觀。2.從職能的轉(zhuǎn)變?yōu)橹攸c系統(tǒng):薪酬系統(tǒng)處理為重點的薪酬 2.1以功能為重點的薪酬系統(tǒng)

46、的缺點 目前有兩種主要類型的薪酬體系,一個是以功能為重點的薪酬制度,另一種是過程為重點的薪酬制度。以功能為重點的薪酬制度一直是主要的薪酬制度,以前一直是依靠這種理論來設(shè)置薪資制度的,那么他是怎樣運行的呢?首先,把相同或類似活動分為同一種不同的結(jié)構(gòu)體系,讓我們舉個例子,市場調(diào)查,市場推廣戰(zhàn)略決策,市場分布,渠道管理都是類似的活動,所以他們屬于同一個部門市場部門體系。其次,不同職位和級別確定,例如形同部門下的兩個人他們有著相同的薪酬,但是又可以根據(jù)他們的位置及技能來確定工資報酬,例如,制造業(yè)是一個典型的以級別為重點薪資報酬制度系統(tǒng),尤其是在制造行業(yè)中有些制造企業(yè)把職工的位置細(xì)分成成銑,沖壓,打磨,

47、拋光等不同部分。具有技術(shù)水平的又可以根據(jù)他們的學(xué)歷程度分為小學(xué),初中和高中。設(shè)計者認(rèn)為每一個位置需要具備相應(yīng)的技能,如記憶,決策和人員的控制能力或一些理論及實踐的知識。要想獲得一個特定的職位必須具備這個職位所需的技能,能力和知識。不言而喻一些更加復(fù)雜的公司結(jié)構(gòu)下的薪資分類標(biāo)準(zhǔn)那就更加的復(fù)雜化合多樣化。 這種被廣泛使用的工資制度和等級制度看起來似乎是合理的,但是無論如何完善,以功能為重點的薪酬制度有一個本質(zhì)上的缺陷,因為它是與生俱來的功能傳統(tǒng)組織集中組織。這種類型分為幾個部分雇員們的通常只在整個組織部門內(nèi)推廣他的成果,當(dāng)他從一名實習(xí)生升到一個高級財務(wù)經(jīng)理,他已經(jīng)把注意力集中在了高級管理部門以及他的直接領(lǐng)導(dǎo)。這說明他已經(jīng)不喜歡把他的寶貴時間和精力放在其他部門,或者是外面的客戶。這就是說,這樣是組織結(jié)構(gòu)不能轉(zhuǎn)變成一個以客戶為中心的組織系統(tǒng)。因為它的員工的關(guān)心太擔(dān)心自己的部門,而很少去關(guān)心下面客戶的需求。這就是為什么在組織中的許多部門都忽視了市場的信號或壓力,很多員工對待客戶很冷淡。很多人認(rèn)為高級管理人員或者老板并不像客戶負(fù)責(zé)。雇員們一般會抱怨說,這件事不是他屬于他