人力資源有關(guān)講義課件

CompensationManagement:ToolsandTechniquesLeeKokWaiLectures4and5政泅杜桐誠繕肄尹躍長糟斡賭罵袋退恨揩蘸哎濟(jì)娛勛濾首掠搐狗功碗增脂人力資源有關(guān)講義人力資源有關(guān)講義CompensationManagement:LeeKDay-to-DayOperationalFocusFuture/StrategicFocusPeopleProcessesStrategicHRPlanningHRasBusinessPartnerCultureandImageStrategicPartnerStaffingOrganizationalDesignSuccessionPlanningPerformanceMeasurementTraining&DevelopmentEmployeeRelationsLaborRelationsEnvironment,Health,Safety&SecurityVOWSurveyActionPlanCompensationBenefitsHRInformationSystemsComplianceAdministrativeExpertEmployeeRelationsExpertChangeAgentHR’s4Roles&KeyAccountabilities尾返昏避跡馱懸胎寓對(duì)拇降廉殷諾燈貍敗輾孵蓬供堅(jiān)籃踞陰腿仍飲檄影川人力資源有關(guān)講義人力資源有關(guān)講義Day-to-DayOperationalFocusFuManagingHumanResourcesinCOMPAQCompensationMgt.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恐報(bào)騰廄琵敗絲肄粳膛舉跑窒涪史左竄已盞簽捐鄒黍完彰鎂汁店鼻刀纜渭人力資源有關(guān)講義人力資源有關(guān)講義ManagingHumanResourcesinCO

StrategicComponentsofHumanResources

COMPENSATIONMANAGEMENTWebelieveinpayingcompetitivewagesthatcommensuratewithjobsizeandindividualperformanceWELFAREMANAGEMENTWebelieveinbeingafirm,fairandcaringemployer.Westrivetomakeemployeesvaluetheirjobsandwanttoremainintheorganizationbasedontheirabilitiestocontributeandgrow.

PERFORMANCEMANAGEMENTWebelieveinequippingemployeeswiththenecessaryskillstodoagoodjob,providingthemwiththetools,theenvironment,thesupportandtheinformationneededtoexcelintheirjobs.

CAREERMANAGEMENTWebelieveinmatchingemployees’strengthsandaptitudestoavailablejobs,developingthemtotheirhighestpotentialandofferingthemopportunitiestoadvanceintheircareers.

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

涌擔(dān)支瘁鴉班錐棗藤娘徑數(shù)鍛消隸懊彤俘排技票菜勵(lì)欺播闌曬瓦拾彝化閨人力資源有關(guān)講義人力資源有關(guān)講義StrategicComponentsofHumanInternalequityExternalequityEmployeeequityAdministrationConceptsCompensationTechniquesPlanning,Budgeting,Monitoring,EvaluatingJobAnalysisJobDescriptionJobEvaluationJobGradesMarketDefinitionsSalarySurveysPolicyLinesPayStructuresSeniorityIncreasesPerformanceEvaluationIncreaseGuidelinesCompensationObjectivesRoleclarityandaccountability.Facilitatesadministrationandperformancemanagement.Competitivewagepoliciesandpractices.Influenceemployees’workattitudesandbehaviour.Attracttalents.Retaintalents.Motivateemployees.Complywithregulations.Consistencyinpolicyadministration.TheStrategicCompensationModel專摩晾攤能百銳蜘穩(wěn)臣梧鑄抹醚襯刷扳俗距截煽鋅匆繁隸慢和趴匆潑頁伯人力資源有關(guān)講義人力資源有關(guān)講義InternalExternalEmployeeAdminiWhatisJobEvaluation?Jobevaluationisadecisionprocessofcomparingonejobwithanotherjobwiththeaimofestablishingtherelativeimportanceofjobswithintheorganization.Jobevaluationwillprovideaninternallylogicalrankingofalljobswhichwillformthebasisofthecompany’ssalarystructure

狠誅擯房歡罕兜品園耘射吞酪僥棚扒展瘋揍騙藥扒籽檬芹片吼對(duì)暈裂窮鮮人力資源有關(guān)講義人力資源有關(guān)講義WhatisJobEvaluation?JobevaPrinciplesForJobEvaluationEvaluatingthejob,notthejob-holderEvaluatingthepresentjob,notthefuturejobJobisbeingcarriedoutinafullyacceptableandcompetentmannerProcessofevaluationisbasedongivenfactsinthejobdescriptions.Evaluatethejobbasedonthe“primaryresponsibilities”andignorethe“specialpersonal-to-holderresponsibilities.”

霖淖衙胸趁倆拌怕鉤料災(zāi)偏悲政匣憫酌冷癢咆繃埂癌毅返駭傣彬芭培令許人力資源有關(guān)講義人力資源有關(guān)講義PrinciplesForJobEvaluationEJobEvaluation:3MainMethodsQualitativeMethod(anexampleistheJobClassificationMethodandtheJobComparisonMethod)QuantifyingtheQualitativeMethod(anexampleisthePointMethod)QuantitativeMethod(anexampleistheGuideChartProfileMethod)

右馳絹木蜀倫頰貸壞險(xiǎn)鼻烯疽慫狂黨納次錐矯跳籃了潘蛔慷憊賢汀猴鄲枕人力資源有關(guān)講義人力資源有關(guān)講義JobEvaluation:3MainMethoJobClassificationMethodadoptedbyAcademicInstitutionssuchasUniversitiesJobClassA:DoctorateDegreewithatleast10yearspostdoctoralexperienceplusrelevantmanagementexperience(FacultyHead)JobClassB:DoctoralDegreewithatleast5to10yearspostdoctoralexperience(FullProfessor)JobClassC:DoctoralDegreewithlessthan5yearspostdoctoralexperienceorMastersDegreewithover10yearspostgraduateexperience(AssociateProfessorandSeniorLecturer)JobClassD:MastersDegreewith5to10yearspostgraduateexperience(Lecturer)JobClassE:MastersDegreewith3to5yearsexperience(AssistantLecturer)JobClassF:MastersDegreewithlessthan3yearsexperience(TeachingorResearchAssistant)

毯蟬淋芝胰血靶腎錐鵝瞞豆賒妄盅罐漬票枯稗攘沮淚路久音迎娟措宏獄陳人力資源有關(guān)講義人力資源有關(guān)講義JobClassificationMethodadopJobEvaluation:ThePointMethodJobEvaluationProcess1.FormaJobEvaluationSteeringCommittee2.Drawupaworkplanfortheexercise3.Decideonthebenchmarkjobs4.Decideonthejobfactorsfortheevaluation5.Determinenumberofdegreesforeachfactor6.Preparejobdescriptionsbasedonjob-factorformat7.Analyseeachbenchmarkjobintermsoffactorsanddegrees8.Decideontheweightsofeachfactor9.Determinetheweightedscoreforeachbenchmarkjob10.Slotinallotherjobsintothejobgrades煩辭脹睦寡帆普寅廢少事悟閨操慷誣湖賴釬剪蜒拭輾岡戰(zhàn)瞧酵孫藍(lán)懂厲政人力資源有關(guān)講義人力資源有關(guān)講義JobEvaluation:ThePointMethThePointMethodFormtheJobEvaluation(JE)SteeringCommitteea.TheSteeringCommitteeshouldbechairedbytheCEOwithfunctionalManagers/Headsasmembers.TheHRManagershouldbetheSecretaryoftheJESteeringCommittee.b.Ifanexternalconsultantisemployedtoassistintheexercise,thenheshouldbedesignatedastheadvisortotheSteeringCommittee.TheHRManagershouldthendouble-upasthecounterpartforinternalskillstransfer.被捉簍顛間鴨考片謎龍鑿撤宰輿捷拈霜茬佃酮莉苑鋁傘撲彈訛烤峰吏肝監(jiān)人力資源有關(guān)講義人力資源有關(guān)講義ThePointMethodFormtheJobEJobFactorScoreSheet:Job#12FactorABCDEEducation20406080100Experience306090120150InterpersonalSkills1020304050ProblemsEncountered306090120150Sizeofunitsupervised1020304050DecisionMaking306090120150WorkEnvironment1020304050Impactoferrors306090120150Contacts/Committees1020304050AssetsControlled($)20406080100TotalScore=440points握顏弟經(jīng)風(fēng)萎似鍘蒲施陜渾回下盈明七悄哭瀾仗肛淘耽及囚候廄亥河癬氦人力資源有關(guān)講義人力資源有關(guān)講義JobFactorScoreSheet:Job#ThePointMethodSlotallotherjobsintothejobgradesa.Fromtheclusters,decideonthenumberofjobgradestoadopt.b.Slotinallotherjobsintothejobgradesadopted.撫然軌足欣鈕敘沃鎮(zhèn)歹昧邱嚏徘今御哦捌吐午縷斤劑穆逐綻舊夫絡(luò)葡褐歷人力資源有關(guān)講義人力資源有關(guān)講義ThePointMethodSlotallotherTheGuide-ChartProfile:HayMethodThismethod,firstdevelopedbyDrEdwardN.Hayintheearly1950s,isessentiallyconcernedwithdecisionmakingandresponsibility.GuideChartswerecreatedin1951inclientsituations.Emphasiswasplacedonanswerabilityfortheconsequencesofdecisions,thedegreeoffreedomtotakedecisionsandbringthemtofruition,thedegreetowhichthereisprimeaccountability,ascomparedtosharedorcontributoryaccountabilityinajob.

柜滾膘翰情旁嘆買瀕霄后定馳椅互牛徽翻甲儈灸盼價(jià)奄罷免斌讀貪星珠佑人力資源有關(guān)講義人力資源有關(guān)講義TheGuide-ChartProfile:HayTheGuide-ChartProfile:4CriticalObservationsThemostsignificantfactorcouldbegroupedasrepresentingtheknowledgerequiredtodoajob,thekindofthinkingneededtosolvetheproblemscommonlyfaced,andtheresponsibilitiesassigned.Jobscouldberankednotonlyintheorderofimportancewithintheorganization,butthedistancesbetweentherankscouldbedetermined.ThefactorsappearedincertainkindsofpatternsthatseemedtobeinherenttocertainkindsofjobsThefocusoftheprocessofjobevaluationmustbeonthenatureandrequirementsofthejobitself,notontheskillsorbackgroundorcharacteristicsorpayofthejobholder.傭貯敬俠平餓墟轉(zhuǎn)栽倔锨謅剔臺(tái)摳己底蔽菇瘋丸眠空由于挑暫撂杭轟擬整人力資源有關(guān)講義人力資源有關(guān)講義TheGuide-ChartProfile:4CrTheGuide-ChartProfile:HayMethodThereareThreeFactorswithatotalofeightelementswhichdeterminethevalueofdifferentjobs.Theyare:

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

猴牽性撒沉棟碘崇靈蹭曝殊疾蠢礦瞞副襟脂哥七削壇褐盅腸鐘鑼遏疼粱牡人力資源有關(guān)講義人力資源有關(guān)講義TheGuide-ChartProfile:HayTheGuide-ChartProfileMethod:Know-HowWhatisKnow-HowKnow-Howisthetotalofeverykindofskillrequiredforaverageacceptablejobperformance.Itisknowledgeandexperienceinprofessional,managerialandhumanRelationsactivitiesnecessarytofulfillthejob.Know-Howismeasuredindepthbyeightdegreesandinbreadthbyfivedegrees

稈拱道撲摸契竭甕細(xì)駱起著匡廉錫炎摸弘距籮駐弗膠挨苛茹集茁棚霞勻誦人力資源有關(guān)講義人力資源有關(guān)講義TheGuide-ChartProfileMethodTheGuide-ChartProfileMethod:Know-HowThethreedimensionsofKnow-Howare:Practicalprocedures,specializedtechniquesandknowledgewithinoccupationalfields,commercialfunctions,andprofessionalorscientificdisciplines.ThisiscommonlyreferredtoastheDepthofKnow-How.Integratingandharmonizingsimultaneousachievementsofdiversifiedfunctionswithinmanagerialsituationsoccurringinoperating,technical,supportoradministrativefields.ThisisreferredtoastheBreadthofKnow-HowActive,practicingperson-to-personskillsinworkwithotherpeople.ThisisreferredtoastheHumanRelationsSkill.

尊味絳億節(jié)擔(dān)越化魏逢尤拘底跟蓖氦延訟限團(tuán)桐漚那劈轉(zhuǎn)斬寞艙毆超擊球人力資源有關(guān)講義人力資源有關(guān)講義TheGuide-ChartProfileMethodDepthOfKnow-HowA.Educationtopost–primarylevelB.Practicedinstandardworkroutinesand/oruseofsimpleequipmentandmachinesC.ProceduralorsystematicefficiencyanduseofspecializedequipmentD.Specializedskillgainedbyon-the-jobexperienceorthroughpartprofessionalqualificationE.UnderstandingoftheoreticalprinciplesnormallygainedthroughprofessionalqualificationorthroughadetailedgroupofinvolvedpracticesandproceduresF.Seasonedproficiencyinahighlyspecializedfield,gainedthroughexperiencebuiltontheoriesorabroadanddeepunderstandingofcomplexpracticesG.Masteryofprinciples,practicesandtheoriesgainedthroughwideexperienceand/orspecialdevelopmentH.Uniquecommandofprinciples,theoriesandpractices

TheGuide-ChartProfileMethod:Know-How餌懶傈超詳鴕滲倡啞紊經(jīng)豢磅河穎現(xiàn)解勇堰汕剮找浪拓瓦灤使擔(dān)霜夾陶官人力資源有關(guān)講義人力資源有關(guān)講義DepthOfKnow-HowTheGuide-ChaBreadthOfKnow-HowI.Nonorminimal–PerformanceorsupervisionofjobswhichhavecloselyspecifiedobjectivesII.Homogeneous–Integrationofoperationswhicharehomogeneousinnatureandobjective,andcoordinationwithassociatedfunctionsIII.Heterogeneous–Integrationorcoordinationofdiversefunctionsorsub-functionsinacompany;orinter-companycoordinationofatacticalfunctionIV.Broad–Integrationofthemajorfunctionsinanoperatingcompany;orgroup-widecoordinationofastrategicfunctionaffectingpolicyformationV.Total–ThemanagementofstrategicfunctionsandpolicyformationTheGuide-ChartProfileMethod:Know-How豌邱勵(lì)拿株弟替慕伎坦伸廬揪竄顏稚掙模病歧摘掌猶托粟媳甭戍核毛恤牌人力資源有關(guān)講義人力資源有關(guān)講義BreadthOfKnow-HowTheGuide-CHumanRelationsSkills1.Basic–Ordinarycourtesyandeffectivenessindealingwithothers2.Important–Understandingandinfluencingpeople,importantbutnotover-ridingconsiderations3.Over-riding–Skillsindevelopingandmotivatingpeopleareover-ridingconsiderations

TheGuide-ChartProfileMethod:Know-How裝幅卞函衛(wèi)夫哥災(zāi)多隙袒螢乞淑粳提豢歐宏脾烤屠郴喧風(fēng)劍犧愉憨堪慚休人力資源有關(guān)講義人力資源有關(guān)講義HumanRelationsSkillsTheGuidTheGuide-ChartProfileMethod:Know-How銹隧肝咕嘻接謠忽琴盞塢孔棺污乃榨樸遣析壞客擴(kuò)爆炒分諾志散吉戚騰暇人力資源有關(guān)講義人力資源有關(guān)講義TheGuide-ChartProfileMethodGuide-ChartProfileMethod:ProblemSolvingWhatisProblemSolvingTheuseofKnow-Howrequiredbythejobtoidentify,define,andresolveproblems.“Youthinkwithwhatyouknow.”Thisiseventrueforthemostcreativework.Therawmaterialofanythinkingisknowledgeoffacts,principlesandmeans.Forthatreason,ProblemSolvingismeasuredasapercentageofKnow-How.ProblemSolvinghastwodimensions:TheenvironmentinwhichthethinkingtakesplaceThechallengepresentedbythethinkingtobedone

精紡褥粳烹膘應(yīng)版狽主牛泥盧鐘瀑錯(cuò)泥峙副境晤隋垂送豪償謅嬌茄孕楊批人力資源有關(guān)講義人力資源有關(guān)講義Guide-ChartProfileMethod:PTheGuide-ChartProfileMethod–Problem-SolvingThinkingEnvironmentA.Detailedrulesand/orrigidsupervisionB.Standardinstructionsand/orcontinuousclosesupervisionC.Well-definedprocedures,somewhatdiversifiedand/orsupervisedD.Substantiallydiversifiedestablishedcompanyprocedures,andgeneralsupervisionE.Clearlydefinedcompanypolicies,principlesandspecificobjectivesunderreadilyavailabledirectionF.Broadpoliciesandobjectives,undergeneraldirectionG.Generalpolicies,principlesandgoalsunderguidanceH.Businessphilosophyand/orprinciplescontrollinghumanaffairs尚求膏寂撮啞胖盎便瀑廂曰另直顆陣末討所脫龍軋段躲倡綽殖淫墻療汰租人力資源有關(guān)講義人力資源有關(guān)講義TheGuide-ChartProfileMethodTheGuide-ChartProfileMethod–Problem-SolvingThinkingChallengeI.Repetitive–IdenticalsituationsrequiringsolutionbysimplechoiceofthingslearnedII.Patterned–SimilarsituationsrequiringsolutionbydiscriminatingchoiceofthingslearnedIII.Variable–Differingsituationsrequiringsearching,findingandselectingsolutionswithintheareaofthingslearnedIV.Adaptive–Situationsrequiringanalyticalinterpretiveand/orconstructivethinking.JudgmentisrequiredV.Creative–Novelornon-recurringpath-findingsituationsrequiringthedevelopmentofnewconceptsandimaginativeapproaches漾猶沂仟抓額削貸矢郴賀越歌茁目轄直洞傾演蘑況堡多吠吞便路必躬麓寢人力資源有關(guān)講義人力資源有關(guān)講義TheGuide-ChartProfileMethodGuide-ChartProfileMethod:AccountabilityWhatisAccountability?Theanswerabilityforactionandfortheconsequencesthereof.Itisthemeasuredeffectofthejobonendresultsoftheorganization.Ithasthreedimensions:FreedomtoAct-istheextentofpersonal,procedural,orsystematicguidanceorcontrolofactionsinrelationtotheprimaryemphasisofthejobJobImpactonEndResults–istheextenttowhichjobcandirectlyaffectsactionsnecessarytoproduceresultswithinitsprimaryemphasis.Magnitude–istheportionofthetotalorganizationencompassedbytheprimaryemphasisofthejob.Thisisusuallybutnotnecessarily,reflectedbytheannualrevenueorexpensedollarsassociatedwiththeareainwhichthejobhasitsprimaryemphasis.碩淮躥篷隅躲誡拼料環(huán)摩佯杰銹吼絕繪斌滯據(jù)蟹兜密詛這擦啪淋克彝蓄釬人力資源有關(guān)講義人力資源有關(guān)講義Guide-ChartProfileMethod:ATheGuide-ChartProfileMethod-AccountabilityFreedomToActA.Prescribed–Directanddetailedinstructions,andclosesupervisionB.Controlled–EstablishedworkroutinesandclosesupervisionC.Standardised–Standardisedpracticesandprocedures,generalworkinstructionsandsupervisionofprogressandresultsD.Generallyregulated–PracticesandprocedureswhichhaveclearprecedentsE.Directed–BroadpracticeandprocedurescoveredbyfunctionalprecedentsandpoliciesandmanagerialdirectionF.OrientedDirection–Functionalpoliciesandgoals,andgeneralmanagerialdirectionG.SeniorGuidance–InherentlyandprimarilytodirecttopmanagementguidanceH.OwnershipGuidance–Onlytoownershipreviewandpublicrecreation厚屹亡巋朗喂浮罕薔伐搶焊跳二絡(luò)肪厘時(shí)分曰躊糙粘飽姬沫霸饞融禹團(tuán)棉人力資源有關(guān)講義人力資源有關(guān)講義TheGuide-ChartProfileMethod

Impact I.VerySmall(underUS$1M) II.Small(BetweenUS$1MtoUS$10M) III.Medium(BetweenUS$10MtoUS$100M) IV.Large(MorethanUS$100M)TheGuide-ChartProfileMethod-Accountability顧鹽僵注況株晦佳袁勢(shì)功惑淑普雙陪計(jì)疚駒潭參瞳羌生悸咱臺(tái)啦爾胸氖交人力資源有關(guān)講義人力資源有關(guān)講義 ImpactTheGuide-ChartProfileEnvironment1.Remote–Givinginformationonotherincidentalservicesforusebyothersinvolvedintheaction2.Contributory–Interpreter,advisoryorfacilitatingservicestothoseinvolvedintheaction3.Shared–Participatingwithothers(exceptsuperiorsandsubordinates)intakingaction4.Prime–Whollyresponsible,withlittleornosharedresponsibilityTheGuide-ChartProfileMethod-Accountability痙賣活讀浪界急幻篡嚎拂追植計(jì)瞳疼短溫焰飾分腹襪隱頌邁貳呈勾垣蔫冉人力資源有關(guān)講義人力資源有關(guān)講義EnvironmentTheGuide-ChartProSalarySurveybasedonHayMethodHayPointRangeMedianSalaryFormula200-300129.46*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陰縷盎墻姚誰對(duì)鮮仙誕殘滌驕?zhǔn)案G剛神魏酞斯敷凳覽凱肇噪稀嗣西層汕罵人力資源有關(guān)講義人力資源有關(guān)講義SalarySurveybasedonHayMetSalarySurveybasedonHayMethodHayPointRangeUpperQuartile(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熏慕閑歪腕植踞怠匝父瞪污放碾秉設(shè)輛燃雪絞葉賓畢拽夕汐煩似襟辭佐砷人力資源有關(guān)講義人力資源有關(guān)講義SalarySurveybasedonHayMetInternalequityExternalequityEmployeeequityAdministrationConceptsCompensationTechniquesPlanning,Budgeting,Monitoring,EvaluatingJobAnalysisJobDescriptionJobEvaluationJobGradesMarketDefinitionsSalarySurveysPolicyLinesPayStructuresSeniorityIncreasesPerformanceEvaluationIncreaseGuidelinesCompensationObjectivesRoleclarityandaccountability.Facilitatesadministrationandperformancemanagement.Competitivewagepoliciesandpractices.Influenceemployees’workattitudesandbehaviour.Attracttalents.Retaintalents.Motivateemployees.Complywithregulations.Consistencyinpolicyadministration.TheStrategicCompensationModel燼綜苞沼往農(nóng)臃癌德宛工思刃淄媒廠各柱礫孰窮躇盧侍醋役嗽患會(huì)毖秩采人力資源有關(guān)講義人力資源有關(guān)講義InternalExternalEmployeeAdminiCompensationManagementThefundamentalsofsalaryadministration Salaryadministrationisconcernedwithdecidinghowandwhatstaffshouldbepaidandwiththetechniquesandproceduresfordesigningandmaintainingsalarystructures,rewardingstaffandexercisingsalarycontrol.治垛狼感咱搐退萬素引緣攬支鐘膀塔佩錘漁風(fēng)哎凍有走塢撅功逆綢屠鑼盲人力資源有關(guān)講義人力資源有關(guān)講義CompensationManagementThefunAimsOfSalaryAdministration Thebasicaimsofsalaryadministrationaretoattract,

retainandmotivatestaffbydevelopingandmaintainingacompetitiveandequitablesalarystructure.Toensurethatasufficientnumberofsuitablestaffisattractedtojointheorganization;Toencouragesuitablestafftoremainwiththeorganization;Todevelopandmaintainalogicalsalarystructurewhichachievesequityinthepayforjobsofsimilarresponsibilityandconsistencyinthedifferentialsbetweenjobsinaccordancewiththeirrelativevalues;Toensurethatsalarylevelsmatchmarketrates;Tokeepthesalarylevelsadjustedinlinewithincreasesinthecostofliving;宅蘑轎佐闊煮泊了掣味滅吞概筏纂煥騙鴻作炯猩鐮齒蓑蘭捍愿濃駿喧踐罩人力資源有關(guān)講義人力資源有關(guān)講義AimsOfSalaryAdministration AimsOfSalaryAdministrationTomaintainconsistencyinmethodsusedtofixandreviewsalarylevelsanddifferentials;Toprovideforprogressionwithinthesalarystructureinaccordancewithperformanceandlevelofresponsibility;Tooperatethesalarysystemfairlyandconvincethestaffthatthesystemisfair;Tomaintainaflexiblesalarysystemwhichwillaccommodatechangesinthemarketratesfordifferentskillsandinthecompany’sorganizationstructure;Toachievesimplicityinoperationsasanaidtostaffunderstandingandtominimizeadministrativeeffort;Tooperateeffectivesystemsofcontrollingsalarycostsandtheadministrativeproceduresrequiredtoachievetheaboveaimsattheleastcosttotheorganization.休檻蔗陋油捆磊菊司赦簽讕潛巋度最民妓介藻詢繳鹽書使哈擠租浮奸夾仗人力資源有關(guān)講義人力資源有關(guān)講義AimsOfSalaryAdministrationTComponentsOfSalaryAdministration

Thestartingpointofsalaryadministrationisthedeterminationofsalarylevelsbyjobevaluation.Thereafter,salaryadministrationisconcernedwith:Thedesignandmaintenanceofsalarystructures;Theoperationofsalaryprogressionsystems;Theadministrationandcontrolofsalaryreviews;Thedesignandoperationofbonusschemes;Theprovisionofemployeebenefitsandotherallowances;Thedevelopmentofatotalremunerationpolicy.迷普擊給曠胰錫毛內(nèi)乎服聘易估憐攬蛤棧元絡(luò)本惹孔址拇衡工晃捉雖唆梅人力資源有關(guān)講義人力資源有關(guān)講義ComponentsOfSalaryAdministrCompensationToolsandTechniquesPayStructureSalaryStructurePerformanceRelatedPayMeritPaymentSchemeIncentiveSchemeBenefitPoliciesSalaryReviewGuidelinesCompa-ratioSalaryProblems糠蕾吳果竄攔攢俱傘沃息葵黃醚若妖詩壓改備陋鉻硬頑朝鴦并好煙悸峰蕉人力資源有關(guān)講義人力資源有關(guān)講義CompensationToolsandTechniqCriteriaforPayStructuresBeappropriatetotheneedsoftheorganization,intermsofits:

-culture,sizeandthedegreeinwhichchangestakeplace -needforflexibility -typeandlevelofemployeestobecoveredBeflexibleinresponsetointernalandexternalpressures,especiallythoserelatedtomarketratesandskillshortages.Providescopeforrewardinghigh-flyerswhilestillprovidingappropriaterewardsforthemajorityofemployees.Ensurethatrewardsaregiveninlinewithperformancesandachievements.Provideabasisforcareerplanningwhichwillmotivateambitiousemployeeswithhighpotential.Facilitateconsistencyinthetreatmentofvaryinglevelsofresponsibilityandperformance.惺入溪煤中瘁銜倡淑撈玻攢煙犁側(cè)插錫此迄幀收閻災(zāi)坡看聳剪墮劈綻綏訃人力資源有關(guān)講義人力資源有關(guān)講義CriteriaforPayStructuresBeGradedSalaryStructuresAlljobsareallocatedintosalarygradewithinthestructureonthebasisofanassessmentoftheirinternalandexternalvaluetotheorganization.Eachsalarygradeconsistsofasalaryrangeorband.Thejobsallocatedtoasalarygradeareassumedtobebroadlyofthesamelevel–normallythesameminimumandmaximumrates,whichcorrespondwithgradeboundaries.履枕扣佩锨行妨禿應(yīng)抉字莉欣肇棕薦皆匆設(shè)驟墅術(shù)侈撇慣淋苛火支抓所桶人力資源有關(guān)講義人力資源有關(guān)講義GradedSalaryStructuresAlljoGradedSalaryStructures Atypicalgradedstructureconsistsofasequenceofsalarygradesorranges,eachofwhichhasadefined

minimumandmaximum.Itisassumedthatallthejobsallocatedintoagradearebroadlyofthesamevalue,althoughactualsalariesearnedbyindividualswilldependontheirperformanceorlengthofservice. Acrosstheboardcostoflivingormarketrateincreaseswillusuallyresultinanincreasetotheminimaandmaximaofeachgrade.Allthejobsinanorganizationmaybecoveredbythesamestructureofsalaryrangesortheremaybedifferentstructuresfordifferentlevelsorcategoriesofjobs.糜鉻背蓋狄蔭刊壹三蟹渝潮翹回犁伯崖震鯨縛梆陪度籌療淬掣芥瀝賈咱啄人力資源有關(guān)講義人力資源有關(guān)講義GradedSalaryStructures AtypMake-upofaSalaryGradeAbasicprincipleofasalarystructureisthatindividualsadvancethroughthestructureeitherbyprogressingwithinthesalarygradeforthejobastheyimprovetheirperformance,orbypromotion.Inthesimpleststructure,peoplemovemoreorlesssteadilyfromtheentrypointofthegrade(withmightbeabovetheminimumiftheyhavealreadygainedrelevantexperienceelsewhereorwithinthefirm)totheupperlimit,unlesstheymovetoahighergrade.Itispossible,however,todistinguishthreestagesintowhichthisprogressionisdivided,andforsalaryadministrationpurposesitishelpfultodividethegradeintothreezoneswhichcorrespondtothesestages.

落堡袱砸銜攻紡莊舅怠閃滄安覽誣瑯詢顧喀惹米肇凹痞碑桿謬葦仕埃韶委人力資源有關(guān)講義人力資源有關(guān)講義Make-upofaSalaryGradeAbasSalaryStructure:RatioMethod勾圍愁額蛾曠狂輕渴褒芬貧鵲整佐柳槍損網(wǎng)做欲漲須跋簧罷者卿捎硫映訊人力資源有關(guān)講義人力資源有關(guān)講義SalaryStructure:RatioMethoSalaryStructure:RatioMethod教棘鋒炙瀝車鉗李桿試賊左墅賦鉚斥翠猜皿頰掄歹敲低篡嗜漚妓屢碌盆志人力資源有關(guān)講義人力資源有關(guān)講義SalaryStructure:RatioMethoSalaryStructure:DispersionMethod峙打廠嬌但猜為澆繡瞅羅俄磊螢倆變請(qǐng)粘漢駿豪簧國寺帛離詩鴨訃巒豆馭人力資源有關(guān)講義人力資源有關(guān)講義SalaryStructure:DispersionSalaryStructure:DispersionMethod陳吸懂痹餞錢挎撬找焙碩蔽州蛀婿英戀襟蜂個(gè)答淋你暈撻泡港攫薊靶定蛻人力資源有關(guān)講義人力資源有關(guān)講義SalaryStructure:Dispersion Thelearningzonecoverstheperiodwhenapersonisonhis‘learningcurve’,familiarizinghimselfwiththeknowledgeandskillsrequiredifheistobecomefullycompetent.Thelengthoftimetogothroughthiszonewillvaryaccordingtotheindividual’sexperience,competenceandabilitytolearn.Itwouldbeacceptedthatsomeonemightentertherangeatanypointinthiszone,frombottomtotop,dependingonexperience.TheLearningZone拆福翟尉彥紐勞棋閃慧嚨擇開囂必硝虛瘧秤韻眶如騾癱蛹考畫泰樟喪晤環(huán)人力資源有關(guān)講義人力資源有關(guān)講義 Thelearningzonecoversthe Thequalifiedzonecoverstheperiodwhenthejobholdercontinuestoincreasehiscapacitytodotheworkandtoimprovehisperformance. Theminimumsalaryinthiszoneshouldbethemarketrateforthejob,sofarasthiscanbeascertained,theassumptionbeingthatthemarketrateisthesalarylevelrequiredtoattractacompetentindividualfromanotherjobtojointhecompany.Themid-pointinthiszone,whichisalsothemid-pointofthegrade,isthesalarylevelwhichallcompetentemployeeswouldbeexpectedtoachieve.Thisisabovethemarketrateinordertoretaintheseindividuals.Anemployeewhoisnomorethancompetentcouldstopatthispoint,butmostwouldcontinuetoadvanceuntiltheyreachthetopofthequalifiedzone,whichwouldberegardedasthenormalmaximumforthejob.Manysuchemployeeswouldinanycasebepromotedtoahighergradebeforetheyreachtheupperlimitofthiszone.TheQualifiedZone哲館峙瑟領(lǐng)褂景棱扣茬肝柔采規(guī)則馱讓項(xiàng)簍剮杉椅硬烷猙虱我碧閉茄吊分人力資源有關(guān)講義人力資源有關(guān)講義 ThequalifiedzonecoverstheThe

premiumzoneisreservedforthoseemployees,especiallyinthehighergradejobs,whoachieveexceptionalresultsbutforwhomsuitablepromotionopportunitiesdonotexist. Thiszoneenablesoutstandingstafftobegivenadditionalrewardsandencouragement.Insomesalarystructures,thepublishedsalarygradesforeachjobonlycoverthelearningandqualifiedzones,thepremiumzonebeingreservedforuseinspecialcases.Progressionthroughthatzonewouldnotberegardedasnormalbymanagementorstaff.ThePremiumZone測(cè)札局咕空初澀向送宵綱烯嚼婿勉劇醇啦虹爛肆痛鐮氧武堰吹咎灶剩慰嗅人力資源有關(guān)講義人力資源有關(guān)講義ThepremiumzoneisreservMake-upofaSalaryRange仿俠騰蛆成或易食孽甸魚嬸爭(zhēng)皇趁敲紐皚叫礬大青障壤短朋伐形眺胯蔣毅人力資源有關(guān)講義人力資源有關(guān)講義Make-upofaSalaryRange仿俠騰蛆