企业薪酬体系设计研究.doc

企业薪酬体系设计研究.doc

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文献信息：

作者：

LambertS

期刊：

EuropeanManagementJournal；第2卷，第1期，p:

31-39，2016

原文：

Theresearchofenterprisescompensationsystemdesign

LambertS

Abstract

Manyenterprisesinearlyinfancy,andisnotveryfocusonthecompensationsystemofenterprisemanagement,inthemeantime,businessownersandemployeestogether,tofocusonbusinessimprovement,andimproveenterpriseprofitabilityisbeneficialtostableaspectofthecompany,butfewforpersonalinterestsofthegainandloss.Withtheconstantdevelopmentofthecompany'sbusiness,toenhancecorporateprofitability,injusticegraduallyincreasesoftheinternalemployeesaboutpay.Toanalyzethemaincauseofthisphenomenon,theresultisalevelofcompensationmanagementdidnotkeeppacewiththedevelopmentoftheenterprise,improveemployeeturnoverrateleadstogood,itwillseriouslyrestrictthehealthydevelopmentoftheenterprise.

Keywords:

Salarysystem;Humanresources;Analysis

1Introduction

Atpresent,theroleofhumanresourcesinenterpriseshasbeenraisedtotheheightofthestrategic.Insomeenterprisehumanresourcesmanagementdepartmentsaremadebytheoriginalauxiliaryfunctionaldepartments,tobecometheenterprisestrategicsectors.Buttheenterprisetodiscovertalents,cultivatingtalentsandtalenttotheenterprisetocreatevalue,butneedtohaveasetofscientificcompensationsystemtoprotect.Nowadayscompensationmanagementhasbecomethecorecontentofenterprisehumanresourcesmanagement,hasbeencloselyrelatedwiththeenterprisehumanresourcesdevelopmentstrategymanagementelements.Reasonableandeffectivecompensationsystemcannotonlyeffectivelystimulatestaff'sworkenthusiasmandinitiative,alsocanattractandretaintalentedstafftostayintheenterprise.Thefocusofmodernenterprisemanagementemphasison"people"asthecenterofenterprisemanagement,enterprisetoestablishreasonableandeffectivecompensationsystemcanimprovethestaff'sworkenthusiasmandfundamentallytoensurethattheenterprisehumanresourcesadvantage,andthenintoforeignenterprisescorecompetitiveness.Thisshowsthatthecompensationsystemisanimportantpartofenterprisedevelopment.Scientificandreasonablesalarysystemcanfullymobilizeenthusiasmandcreativityofemployees,improvetheoverallcompetitivenessofenterprises,andpromoteenterpriserapid,healthyandsustainabledevelopment.Researchanddiscussestheproblemsexistinginthecompensationsystemandfaults,atthesametimeusingthecompensationtheoryknowledge,combinedwiththecharacteristicsoftheenterprisemanagementandstrategicdevelopmentdirectionforimprovingscheme,andcompensationsystemoptimizationdesign.

2Literaturereview

Thestudyofcompensationmainlyfromthemacropointofview,focusonwhatdistribution,notinvolvedintheenterprisespecificcompensationproblemtobesolvedishowto,andmanagementistosolvetheproblemofcompensationfromtheAngleofthemicroinmanagement,researchoncompensationsystemoftheearliestcanbetracedbacktotherobotsciencemanagementtheory".Onthecontrary,lecompensationfromtheperspectiveofhumanresourcemanagementresearch,andthecompensationsystemdesignisdividedintofivesteps:

salarysurvey,jobevaluation,determinethecompensationlevel,levelpricingandtodeterminethefrequencyofpay.Intheabovefivesteps,jobevaluationandjobevaluationisanimportantworkincompensationsystemdesign,sotheresearchoncompensation,manyscholarshavefocusedonthejobevaluation,likegriffinHagenputsforwardthehierarchicalclassification,mindray,lotbasispointsmethodwasproposed,ArthurYangalignmentmethodwasproposed,thefundamental,putsforwardthefactorscomparisonmethodandsoon.However,asthechangeofTheTimes,thestudyofcompensationhasnotonlystayedontheattentiontoimprovetheproductionefficiencyofenterprises,butbeginningthestudyofcompensationonpromotingthedevelopmentofenterprises.So,inEdLawler,1971book"compensationandenterprisedevelopment",willpaylinkedwithenterprisedevelopmentareputforward.Inrecentyears,withthechangeofbusinessenvironment,onthebasisofpost,postandinternalbalanceoftheoldcompensationsystemcannotadapttothedevelopmentoftheenterpriseneeds.So,thenewcompensationsystemneedstoemphasizetheconnectionbetweentheemployeesandthecompany'sperformance,toensurethatthecompensationofeachelement:

thebasepay,variablepayandindirectsalaryfortheperformanceoftheworkofenterprise.Inaddition,compensationoftheroleisalsofarmorethanjuststayinenhancestheenterprisetheproductyieldandqualityoftraditionalperformancefunction.Itcanalsobuildtheenterpriseculture,formingacommunityofinterestswithemployees,strengthencustomerservice,andestablishtheworkteamandtheimplementationofthestrategicshiftandsoon.

Japaneseenterprisesalaryincentivesystemofannualworkisprimarilyalifetimeemployment,namelysenioritysalarymodel.Lifetimeemploymentsystemofannualworkhasthefollowingtwocharacteristics:

oneisbelongtoakindofloanrelationshipsbetweencompaniesandemployees.Beforetheageof40staffwilltrytolowerthesalaryoftheemployeeintheenterprise,sothesalaryincreaserateisfarlowerthanthegrowthoflaborproductivity,inasense,thatis,enterprisesintheemployees'wages.Butonceyoureachacertainage,becauseemployeesafterthelaborofthebestyearsofsuchasafterage50,incontrasttothepreviouswagegrowthisfarhigherthanthelaborproductivity,thenyoucancalculateasenterprisesintheemployeebeforetheageof50lent.ItisinJapanesecompaniesemployeesproportionofpostwagesveryfew,butallkindsofthehumanizationofsubsidiesandbenefitsalot.Inrecentyears,theJapaneseenterprisesalaryincentivemodeappearedinthenewchange,namelyadoptthecompositeandtheabilitytopostsalaryincentivemode.Complexsalaryincentivemodeistheenterpriseaccordingtothestaffofallkindsofdifferencessuchas:

lengthofservice,identity,education,etc,tomakedifferentcompensationmode.Positionsalarypatternbydegree,ability,performance,andpostsalaryoffourparts,thismodelrealizedbasedontheperformanceofit,namelybasicsalaryplusperformancepay,thismodelistoenjoytheadvantagesoftheannualsalaryofemployeesformaximumplaytotheenthusiasmandeffortstoachievetheestablishedobjectives.

3Theconceptandclassificationofcompensation

3.1Theconceptofcompensation

CompensationandthenameoftheconceptwithTheTimeschangeandthedevelopmentofsocietyandthedeepeningofenterprisemanagement,andconstantlygetrich.Apay,isreferstotheorganizationtoitsemployees,includingtheirimplementationperformance,effort,time,andinsuchaspectsasknowledge,skills,experienceandcreation,enterprisespaythecorrespondingrewardorrecognition.Itreferstotheemployeesforemployedvariousformsofeconomicincomeandtangibleservicesandbenefits.Thenatureofthecompensationisafairdealorexchangerelations,isstafftoitsplaceunitassignmentoftherighttousetheirlabororservicestogetpaid.

3.2Theclassificationofthecompensation

Fromtheperspectiveoftheoverallaccessmethodofcompensation,compensationcanbedividedintotwotypes:

theeconomyandtheeconomy.Economycompensationreferstotheenterprisesintheformofdirectorindirectmonetarypaystaff’s.Givingdirectformsincludefixedsalary,bonusandallowance,etc.Indirectlypaidmainlyforvariousformsofbenefits,suchasallkindsofmedicaltreatment,endowmentinsurance,itison-the-joblearning,paidvacation,etc.Theeconomicalcompensationbyenterpriseculture,workenvironmentandhonorbringsakindofspiritualrewardemployees,likechallengingandcompetitiveworkandthesenseofmissionandsenseofaccomplishment,corporatereputationtothepromotionofthepositionoftheemployee'ssocialimageandetc.,theeconomiccompensation,don'tneedtoincreasewhatcurrencycost,butcangiveemployeesbringspiritualachievementandhonor,tosomeextenttheeconomycompensationcanmotivatestaff'sworkenthusiasm.Sotheeconomiccompensationisveryimportant,becausemoneyandmaterialcan'treplaceawithtrust,happy,meaningful,organizationalenvironmentfilledwithopportunities,alsocan'tmeettheneedsofpeopletorealizeselfvalue,sothematerialcan'tdefectsshallbythespiritofbenefitstomakeupfor.Whentheorganiccombinationofeconomiccompensationandeconomicalcompensationsupplementeachother,willbemultipliedcompensationfunction.Butsincethenon-economiccompensationhasnofixedstandard,implementthedifficultyisbigger,needtohavehigherlevelsofmanagement.

4Relatedtheories

4.1Incentivetheory

Withenterprisemanagementespeciallytopayattentiontoandin-depthresearchonenterprisehumanresources,themorepeoplefeelthereasonablecompensationsystemforemployeesofincentiveeffectisveryobvious,becauseitcanimprovethestaff'sworkingenthusiasm,improveworkenthusiasmandworkefficiency,atthesametime,duetothereasonablecompensation,peopleindailylife,lifesafety,socialrecognition,selfdevelopmentandotherrequirementsaresatisfied.Scientificandreasonablecompensationsystemanditsmanagementmechanismandtheincentiveisabenigninteractionbetweentheprocess.Duringthistimethestartingpointofanalysisandresearchofthecompensationsystemfromthedemandoftheenterprisestaffperspective,thisispreciselyandrelationshipsofenterprisehumanresourcesmanagement,compensationma