薪酬管理毕业论文外文翻译资料.docx

1、薪酬管理毕业论文外文翻译资料薪酬管理毕业论文外文翻译资料篇一：薪酬管理体系中英文对照外文翻译文献 中英文对照外文翻译 (文档含英文原文和中文翻译) Enterprises salary system design and performance evaluation Abstract Any effective way of management must rely on a basis: people, all the staff of enterprises. Compensation system as an important aspect of enterprise manageme

2、nt system, for an enterprise to attract, retain and motivate employees have a significant impact, attract, retain and motivate key talent, has become the core of the enterprise recognized goal. The compensation system design is not only an effective way to realize the core objective, is also an impo

3、rtant content of modern enterprise development. Key words: salary system and equity incentive, senior executives, design 1 Introduction Human capital to the enterprise wealth maximization, the greatest degree of retaining key talent, attract potential talent, the basic principals and successful is p

4、erfect competitive compensation system. With the concept of human capital is more and more people Heart, attract, retain and motivate key talent, has become the core of enterprise determine target, compensation system for enterprises An important aspect of the system, to attract talents play an impo

5、rtant role. Compensation system design is an effective way to reality is the core objective, but also an important content of the development of the enterprise to modernization, so the height weight by enterprises Depending on the. 2 Literature review Early in the traditional compensation phase, the

6、 employers always minimize workers to cut costs as much as possible, and through this method make the Labor of workers have to work harder in order to get paid enough to make a living. William. First, Quesnays minimum wage theory is that wages and other commodities, there is a natural value, namely

7、maintain staff minimum standard of living life information value，the minimum wage for workers does not depend on the enterprise or the employer s subjective desire, but the result of the competition in the market. The classical economists Muller believed that certain conditions, the total capital in

8、 the enterprise salary depends on the labor force and for the purchase of labor relationship between capital and other capital; For the payment of capital wage fund is difficult to change in the short term. Wages fund quantity depends on two factors: one is a worker, directly or indirectly, in the p

9、roduction of products and services production efficiency; the other one is in the process of production of these goods directly or indirectly employ labor quantity. With the development of era, the simple forms of employment have already can t satisfy the demand of the workers, so some interests to

10、share views was put forward to motivate workers. On this basis, the Gantt invented the complete tasks rewarded system to perfect the incentive measures. Represented by American economist Beckers theory of human capital school of thought argues that human capital is determined by the human capital in

11、vestment, is present in the human body to the content of knowledge, skills, etc. Martin Weizmann share of economic theory that wages should be linked to corporate profits. Increase in profits, employee wages fund, increased profits, and employee wages fund. Between enterprises and employees is the k

12、ey of the labor contract is not in a fixed wage of how many, but in the division of labor both sides share proportion. In modern compensation phase, the contents of the compensation has been changed, increased a lot of different compensation models, and more and more pay attention to employee s pers

13、onal feelings and development, employees can even according to individual condition choose different salary portfolio model. Employees can be paid off on surface of the material and spiritual. 3 Pay system overview In the past the traditional pay system, usually are business owners value orientation

14、 as the guide to carry on the design. With the continuous development of the overall market environment, in the modern enterprise management concept has also changed. They are aware of the established compensation system should adapt to the employee benefit as a starting point, the self-interest pur

15、suit and employee demand together, to establish a set of enterprises and employees to maximize the interests of the two-way, so as to achieve win-win situation. Since the 90 s, the western developed economies in the enterprise owners and managers try to change the traditional form of compensation, r

16、elocation compensation system, the importance of also constantly try to innovate salary system of design and diversification. Performance pay system is established in accordance with the enterprise organization structure based on the results of the individual or team performance appraisal for salary

17、 distribution system. Total compensation is generally associated with individual or team performance. Now the enterprise model is used to combine individual performance and team performance. At the same time will be long term incentive and short-term incentive flexible model. In this kind of pay str

18、ucture, contains a variety of forms of performance pay. Skill-based pay system on the basis of employees skill determine employee wages level, and to the improvement of skills as their employees progress criteria. The compensation model can encourage employees to continuously learn new knowledge, to

19、 keep up with The Times, is the industry leader, when technology and equipment upgrades to the fastest response time to complete the change, and is helpful to form the learning corporate culture. If for flat organization structure, management jobs and opportunities for advancement are less, the comp

20、ensation system can be very skillful professionals to make up for in terms of compensation. But with technical compensation system with the 篇二：薪酬 外文文献 毕业论文材料：英文文献及译文 课题名称：薪酬体系 专 业 工 商 管 理 学 生 姓 名 班 级 B 工 商 072 学 号 指 导 教 师 专业系主任 完 成 日 期二零一一年三月 The Changing Pattern of Pay and Benefits Tudor, Thomas R,

21、 Trumble, Robert R Journal of Compensation Benefits/May/2008 Today, many companies still base their reward systems on the 1950s compensation model made popular during the brief period when U.S. companies dominated the world. With todays increasingly competitive environment, however, companies must l

22、ook more closely at the cost-benefit of rewards, instead of just using them in an attempt to reduce employee dissatisfaction. Companies must provide short-term motivation and encourage employees to develop long-term skills that will aid the company. Most importantly, companies must also attract and

23、retain high performers, instead of alienating them with pay systems that give everyone pay increases without regard to levels of performance. For example, such new compensation approaches may include skill-based pay, gainsharing plans, and flexible benefits systems. Traditional compensation approach

24、es are still often modeled on the centralization-based organizational model, in which decisions were made at the top and management rigidly defined tasks. However, with global competition becoming an increasingly prominent issue, companies need reward systems that match their movement to decentraliz

25、ed structures. Larger numbers of companies are also becoming very aware that they cannot just pass additional compensation costs onto future customers. Today, our pay systems must move in step with the participative-management trend by becoming more flexible instead of remaining fixed. This adjustme

26、nt involves many factors including shorter product life cycles, a need to be more flexible, a need for workers to continually gain additional skills, and for them to think more on the job. In today s most successful companies, employee rewards and benefits are increasingly incorporated into an organ

27、ization s strategic planning. Why? The rationale is that employee compensation has a substantial impact on the long-term financial position of a firm. Compensation structures should consider an organization s strategic requirements and should match organizational goals. Compensation strategic planni

28、ng should involve:consideration of the internal and external environment; and creation of an organization s compensation statement, compensation goals, and the development of compensation policies. Today, one strategic compensation trend is the use of pay incentives instead of the traditional, annua

29、l “everybody gets” pay increase. The rationale is to control costs and to more closely tie performance to compensation. We can group the changing pattern of compensation into two general areas: Pay Method Trends and Benefits Trends. Human Resources managers should familiarize themselves with these c

30、hanging trends and determine the plan that is most suitable for their organization. PAY METHOD TRENDS There are a number of pay methods available for use by employers, including general pay increases, cost-of-living increases, merit pay, bonuses, skill-based pay, competence-based pay, CEO compensati

31、on, gainsharing, and various types of incentive pay. General Pay Increase A general pay increase is a pay increase given to everyone in a company. It can be a lump-sum payment, but it is more likely to be a percentage increase in base salary. The employer s rationale for the pay increase may have be

32、en the result of a market survey, job evaluation, or just a profitable year. The trend, however, is for general increases to decline as pay-for-performance systems become increasingly dominant. In addition, giving everyone the same raise sometimes decreases morale because high-performing employees s

33、ee poor performers getting the same reward. Cost-of-Living Increase Cost-of-living increases are general pay increases triggered by a rise in an inflation-sensitive index, such as the consumer price index or the producer price index. As with general pay increases, the use of cost-of-living pay increases is decr