part 5 compensation of human resources
第八章 薪酬方案
CHAPTER 8 Establishing Pay Plans
【教学目的和要求】
1 、掌握 薪酬方案设计的基本思路 教学时数： 0.5
2 、掌握 各种常见的岗位评估 技术 教学时数： 1
3 、能够结合企业实际设计简单的薪酬方案 教学时数： 0.5
【基础知识】
This chapter discusses the nature of the pay structure and its component parts, the pay level, and the job structure. Equity theory is discussed relative to internal and external comparisons that employees make about their pay. Such comparisons may have consequences for employee attitudes and retention. Such comparisons also play an important role in the controversy over executive pay. Two administrative tools used in managing pay level and job structure components of the pay structure are pay benchmarking surveys and job evaluation. A discussion of globalization suggests why benchmarking is increasingly critical to meet the competition. A theme that runs through this chapter is the need to consider how the organization's strategy matches the compensation plan. For example, skill-based pay is discussed in terms of the trend toward reducing bureaucracy and communication of compensation being critical to reinforce participation and commitment that is increasingly expected from employees.
I Determining Pay Rates
II Establishing Pay Rates
Step 1. The Salary Survey
Step 2. Job Evaluation
Step 3. Group Similar Jobs into Pay Grades
Step 4. Price Each Pay Grade—Wage Curves
Step 5. Fine-Tune Pay Rates
III Pricing Managerial and Professional Jobs
3.1 Compensating Managers
3.2 Compensating Professional Employees
IV Compensation Trends
4.1 Skill-Based Pay
4.2 Broad banding
4.3 Compensation Plans in Practice
V Comparable Worth
【教学总时数】 2 课时
参考资料 ：
1.Noe, (2000) Human Resource Management : Gaining a Competitive Advantage, (3rd ed.) Tsinghua Publishing House. Chapter 11.
2. G. Dessler (2001) Human Resource Management(8 th ed ). Tsinghua Publishing House. Chapter 11.
3. 劳埃德 . 拜厄斯 等著，李业昆等译，《人力资源管理》，人民邮电出版社， 2004 年 1 月第 1 版，第 13, 14 章。
4. 亚瑟 .W. 小舍曼 等著，张文贤 主译，《人力资源管理》。东北财经大学出版社，汤姆森出版集团， 2001 年 3 月第 1 版，第 9 章。
5. 张一驰 编著，《人力资源管理教程》，北京大学出版社， 1999 年 9 月第 1 版，第 8 章。
作业与练习 ：
1.What are the pros and cons of broad banding, and would you recommend your current employer (or some other firm you're familiar with) use it? Why or why not?
2. Working individually or in groups, develop a compensation policy for the teller position at a local bank. Assume that there are four tellers: two were hired in May and the other two were hired in December. The compensation policy should address the following: appraisals, raises, holidays, vacation pay, overtime pay, method of pay, garnishments, and time cards.
亲验式活动 6 ：
DEVELOPING HRM SKILLS: EXPERIENTIAL EXERCISE 6
教学时数 ： 1
Learning purpose:
In the future, one of the key issues concerning pay may be comparable worth. If comparable worth should become federal law, organizations will have to base salaries and wages on job evaluation scores, which will be determined by the requirements of the job itself—skills required, knowledge required, effort required, working conditions, and responsibilities—rather than the workings of the labor market. Then, equal pay for different jobs of the same value will have to be determined, not by looking at the going rate in the marketplace, but rather at the job's difficulty, importance, and the training required to properly perform it.
This exercise has been developed to impart an understanding and appreciation of the concept of comparable worth.
Summary of the activity:
The concept of comparable worth is based on three premises:
1. That it is possible to compare different jobs and establish a correct pay relationship for them
2. That the pay established by the supply and demand of the job market is often inequitable and discriminatory, especially with regard to pay for women
3. That the government and the courts must intervene to ensure that pay relationships are corrected and made equitable
Hand out a copy of Exhibit 1 ( 具体资料请参见另一文件“亲验式活动” )to each student. Read the concepts of comparable worth just listed to the class. Tell them, “Based on these three premises, determine the following:”
1. Which of the following jobs would you consider comparable ? (Select a job from the second list and write it beside the job on the first list to which you feel it compares .)
2. What average monthly salary would you assign to each position?
Have everyone sign their Exhibits and turn them in. Then, select three participants with dissimilar comparisons, have them list their comparisons and salaries on the chalkboard, then begin debriefing.
Questions.
Questions to Observers:
1. For Participant I, did the salaries recommended for traditional male jobs compare favorably with those of traditional female jobs? Explain.
2. For Participant II, did the salaries recommended for traditional male jobs compare favorably with those of traditional female jobs? Explain.
3. For Participant III, did the salaries recommended for traditional male jobs compare favorably with those of traditional female jobs? Explain.
Question to Participant I:
1. Why did you make these comparisons and salary recommendations?
Question to Participant II:
1. Why did you make these comparisons and salary recommendations?
Question to Participant III:
1. Why did you make these comparisons and salary recommendations?
第九章 绩效奖励与认可
CHAPTER 9 Recognizing Employee Contributions with Pay
【教学目的和要求】
1 、了解绩效奖励与激励的 基本原理 教学时数： 0.5
2 、掌握 各种常见绩效奖励计划的种类、特点及其适用范围 教学时数： 1
3 、能够结合企业实际设计简单的 绩效奖励计划 教学时数： 0.5
【基础知识】
This chapter focuses on the design and administration of programs to reward individuals for their contribution to organizational success. The design often amounts to combinations of individual, group, and organiza-tional incentives. Rewards must also be designed for the particular organi-zation and the needs and motives of its employees. Since pay is a powerful motivator (although certainly not the only one), pay systems' design is critical to organization success. Process—that is, communicating and administering the process fairly ensures that employees will perceive the pay system as equitable.
I. Money and Motivation
1.1 Performance and Pay
1.2 How Does Pay Influence Individual Employees?
1.3 overview of Incentive Plans
II. Incentives for employees
2.1 Incentives for Operations Employees
2.2 Incentives for Managers and Executives
2.3 Incentives for Salespeople
2.4 Incentives for Other Professionals and Nonmanagerial Employees
III. Organizationwide Variable Pay Plans
3.1 Profit-Sharing Plans
3.2 Employee Stock Ownership Plan (ESOP)
3.3 Scanlon Plan
3.4 Gainsharing Plan
3.5 At-Risk Variable Pay Plans
IV. Developing More Effective Incentive Plans
【教学总时数】 2 课时
参考资料 ：
1.Noe, (2000) Human Resource Management : Gaining a Competitive Advantage, (3rd ed.) Tsinghua Publishing House. Chapter 12.
2. G. Dessler (2001) Human Resource Management(8 th ed ). Tsinghua Publishing House. Chapter 12.
3. 劳埃德 . 拜厄斯 等著，李业昆等译，《人力资源管理》，人民邮电出版社， 2004 年 1 月第 1 版，第 15 章。
4. 亚瑟 .W. 小舍曼 等著，张文贤 主译，《人力资源管理》。东北财经大学出版社，汤姆森出版集团， 2001 年 3 月第 1 版，第 10 章。
5. 林泽炎编著 ,3P 模式 , 中信出版社 ,2001 年 1 月第 1 版 , 第 7 章 .
作业与练习 ：
Case Analysis:
Wells Fargo Employee Recognition Program. Wells Fargo Bank had a year of record-breaking profits in 1988. Throughout the company, bottom-line oriented managers and their staffs were steeped in the importance of “return to the shareholder.” A renewed focus on the customer was evident in ambitious new customer service standards. Extra effort and constant change became the norm. A decision was made to implement an all-employee reward program for the final quarter of 1988. The objectives of this program included the following:
• To recognize contributions made by employees as a group.
• To recognize individuals who had made exceptional contributions.
• To reinforce the qualities most valued in Wells Fargo employees.
• To have fun.
• To retain an awareness and an appreciation for the program over an extended period of time.
Wells Fargo developed a program with several elements phased in over about eight months. The program involved three phases: all-employees cash awards, peer recognition through cash bonuses, and corporate recognition of those receiving the most peer recognition. The theme of the program, “In Good Company,” was chosen because it was upbeat and positive and recognized the importance of the team effort as well as the effort of individuals.
To recognize all employees as a group, the program design included a $550 pretax cash award to be given to every salaried employee (16,000 employees) below the senior vice-president level with at least one year of service. An award of $50 (pretax) was given to 3,000 hourly employees with a year of service. The cash awards were announced and given to employees by managers in staff meetings. Managers had no prior knowledge of the event. Each employee also received the first issue of the “In Good Company” newsletter with the check. The newsletter explained the $500 and announced the peer recognition phase of the program. Most of the newsletter focused on the qualities most valued in a Wells Fargo employee. To answer employee questions about the awards, an “In Good Company” hot-line took calls throughout the duration of the program.
The peer recognition part of the program involved giving a coupon worth $35 to each employee with a year of service. With the coupon were instructions for awarding $35 to a co-worker. The rules provided were that an employee could not award the coupon to themselves, no coupons could be given to employees who were senior vice-presidents or above, and coupons could not be awarded to contract workers or temporaries. Any other employee could be given a coupon, even those who did not have a year of service and had not qualified for any other part of the program. On each coupon, employees were asked to mark the valued quality that the awardee had demonstrated (e.g., “this coupon is a way of saying thanks for inspiring me to excel”). Employees were given three weeks from the date of distribution to return the coupons to payroll for payment. Coupons received after that date were paid, but were not counted for the corporate recognition part of the program. Coupon recipients were tracked by Social Security number to calculate the number of coupons each received and to determine qualifications for corporate recognition.
Employees who received the most coupons were singled out for additional recognition. Most of those who qualified were from the administrative/clerical ranks of the company. Employees who received the most coupons qualified to select a gift from “101 Awards.” The awards list was constructed to appeal to a wide variety of tastes, lifestyles, and priorities. Examples of the awards included a week off with pay, payment of an individual's mortgage for a month, grooming for a pet for a year, and four movie tickets a month for a year. The “101 Award” winners were recognized at a cocktail party and dinner hosted by the CEO, president, vice-chairman, and group heads in each winner's reporting structure.
Questions
1、 What are the strengths and weaknesses of the Wells Fargo recognition program? What improvements would you suggest?
2、 What part of the program has the strongest link to employee motivation? Why?
3、 Assume Wells Fargo has now experienced a year of losses. Cash is not available for the recognition program. How could the program be modified or changed to continue to meet the program objectives?
亲验式活动 7 ：
DEVELOPING HRM SKILLS: EXPERIENTIAL EXERCISE 7
教学时数 ： 1
Learning purpose:
Merit increases are an extremely important factor in establishing to an individual how the organization views his or her worth to the organization. As will be seen in this exercise, there are many factors that impact merit increases. This exercise has been developed to strengthen students' ability of making practical incentive plans.
Summary of the activity:
Select six students to serve on the salary review committee. Hand out the description of each employee to the committee. The committee would like to award significant merit increases to all those who have been recommended, but there are only limited funds, totaling $13,500. The committee must make a decision as to how the merit increases will be distributed. The committee must reach a decision in 20 minutes, or no one will be granted a merit increase. This is the final salary review committee meeting of the year.
Read the following statement to all students. “Due to a downward trend in business and resulting financial constraints over the last two years, Straight Manufacturing Company has been able to grant only cost-of-living increases to its employees. However, the firm has just signed a lucrative three-year contract with a major defense contractor. As a result, management has formed a salary review committee to award merit increases to deserving employees. As a member of the salary review committee, it is your responsibility to do the best job of being equitable to all employees recommended for raises.”
Questions.
Ask the following questions to members of the Salary Review Committee:
1. To what degree did the informal information provided to you influence your salary decisions?
2. To what degree did the formal information provided by the employee's manager influence your salary decisions?
3. What information provided in the synopsis of information influenced you the most? Why?
4. Were there members of the committee who had excessive influence in salary decisions? Do you believe that this is representative of what actually occurs in business?
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