報(bào)價(jià)制度二學(xué)習(xí)目標(biāo)課件

8報(bào)償制度(二)全面報(bào)償設(shè)計(jì)(TotalCompensationPackage)績效基礎(chǔ)薪酬(performance-basedpay)功績制(meritpayplan)與獎(jiǎng)金制(incentivepayplan)個(gè)人獎(jiǎng)勵(lì)(individualincentives)與團(tuán)體獎(jiǎng)勵(lì)(groupincentives)薪資議題(payissues:secrecy,security,andcompression)學(xué)習(xí)目標(biāo)(LEARNINGOBJECTIVES)8報(bào)償制度(二)全面報(bào)償設(shè)計(jì)(TotalCompensa全面報(bào)償設(shè)計(jì)(TotalCompensationPackage)本薪(Basepay)變動(dòng)性給付(Variablepay)間接性給付(Indirectpay)全面報(bào)償設(shè)計(jì)(TotalCompensationPack績效基礎(chǔ)薪酬(performance-basedpay)金錢是有效的績效激勵(lì)因子，企業(yè)希望留住績效好的員工的最常用的方法就是performance-basedpay

績效基礎(chǔ)薪酬(performance-basedpay)金兩類績效基礎(chǔ)薪酬功績制(meritpayplan)

間接衡量績效，通常繼續(xù)不斷發(fā)給獎(jiǎng)金制(incentivepayplan)

個(gè)人獎(jiǎng)勵(lì)(individualincentives)團(tuán)體獎(jiǎng)勵(lì)(groupincentives)兩類績效基礎(chǔ)薪酬將對員工的給付與其績效或生產(chǎn)力直接掛鉤的一種設(shè)計(jì);通常與本薪制度並用.獎(jiǎng)金制度將對員工的給付與其績效或生產(chǎn)力直接掛鉤的一種設(shè)計(jì);通常與個(gè)人獎(jiǎng)勵(lì)論件計(jì)酬(piecerateplans)傭金(plansbasedoncommissions)節(jié)省工時(shí)的獎(jiǎng)勵(lì)(plansbasedontimesaved紅利(individualbonuses)提案獎(jiǎng)金(suggestionsystem)對管理人員的獎(jiǎng)勵(lì)團(tuán)體獎(jiǎng)勵(lì)利潤分享計(jì)畫(profit-sharingplans)史甘隆計(jì)畫(Scanlonplan)員工認(rèn)股(ESOPs)獎(jiǎng)金制度(incentivepaysystems)的種類個(gè)人獎(jiǎng)勵(lì)團(tuán)體獎(jiǎng)勵(lì)獎(jiǎng)金制度(incentivepa理想的獎(jiǎng)金制對員工及管理當(dāng)局均有利簡單容易瞭解有基本薪資保證理想的獎(jiǎng)金制對員工及管理當(dāng)局均有利個(gè)人獎(jiǎng)勵(lì)(IndividualIncentives)計(jì)件制(STRAIGHTPIECEWORK)Paydeterminationfluctuates basedonunitsofproduction pertimeperiod差別計(jì)件制(DIFFERENTIALPIECERATE)UsestwoseparatepieceratesOnerateforproductionupto standardAnotherrateforproduction exceedingstandard標(biāo)準(zhǔn)工時(shí)制(STANDARD-HOURPLAN)Baseswagesoncompletionofa jobortaskinsomeexpected periodoftime分紅制度(PRODUCTIONBONUSSYSTEMS)Hourlyrateplusbonusfor exceedingastandard傭金制(COMMISSION)Paydeterminationbasedona percentageofsalesinunitsor dollars個(gè)人獎(jiǎng)勵(lì)(IndividualIncentives)計(jì)件制組織全面獎(jiǎng)勵(lì)制度

(OrganizationwideIncentives)提案制度(SuggestionSystems)Formalmethodofobtainingemployees’ideasaboutimprovementsRewardbasedonthesuccessfuluseofanidea利益分享(GainsharingIncentives)考慮員工貢獻(xiàn)(Allowsemployeescontributingtoperformanceresultstoshareintheproceeds)多種利潤來源(Gainscaninclude:hoursworked,dollarsspentonlabor,dollarsspentonwaste)利潤分享計(jì)畫(ProfitSharingPlans)Distributeafixedpercentageoftotalorganizationalprofitstoemployees員工認(rèn)股(EmployeeStockOwnership)(ESOPs)EmployeesreceivestockinthecompanyEmployeebenefitspaidoutintheformofcompanystock組織全面獎(jiǎng)勵(lì)制度

(OrganizationwideInc史甘隆計(jì)畫(ScanlonPlan)鼓勵(lì)員工提出可能增進(jìn)生產(chǎn)力的改善建議。此制度將勞動(dòng)成本實(shí)質(zhì)節(jié)省後所增加的利潤，由全體員工與雇主共同分享(通常全體員工分得75%，公司分得25%).利益分享計(jì)畫(GainsharingPlans):著名例子林肯公司計(jì)畫(LincolnElectricPlan)論件計(jì)酬(Allcompensation basedonpiecework)晉升要看功績(Promotionsonmerit)員工認(rèn)股(Stockpurchaseplanincluded)史甘隆計(jì)畫(ScanlonPlan)利益分享計(jì)畫(Gai利潤分享計(jì)畫(ProfitSharingPlans)在員工正常待遇之外，另行加上分享企業(yè)累積產(chǎn)生的利潤.

及時(shí)分配計(jì)畫(currentdistributionplan):將當(dāng)季或當(dāng)年的利潤提出某一比例分配給員工遞延計(jì)畫(deferredplan):利潤存到基金中，直到退休、死亡或喪失工作能力時(shí)才分配利潤分享計(jì)畫(ProfitSharingPlans)在員報(bào)酬制度新設(shè)計(jì)(InnovativeCompensationDesign):

以個(gè)人為基礎(chǔ)(PeopleBasedPay)技能基礎(chǔ)(SKILL-BASED) Paylevelsbasedonhowmanyskillsemployeeshaveorhowmanyjobstheycando知識基礎(chǔ)(KNOWLEDGE-BASED) Rewardsemployeesforacquiringadditionalknowledgebothwithincurrentjobcategoriesandinnewjobones

文憑基礎(chǔ)(CREDENTIAL-BASED) Requiresemployeestoobtaindiplomasorlicensesorpassoneormoreexaminations報(bào)酬制度新設(shè)計(jì)(InnovativeCompensatio契約保證(Guaranteedemploymentcontracts)高薪，不受績效影響(Highpayregardlessofperformancelevels)秘而不宣(Secretivepaypackages)CEO酬勞的爭議競標(biāo)法(CompetitivePayApproach)Wideunjustifiablepaygaps15:1ratiosinsmalltomid-sizedfirms;100-200:1inlargefirms績效法(ComparativePerformanceApproach)基於績效而變動(dòng)(Variableperformancebasedpay)設(shè)定績效目標(biāo)(Performancetargetsset)委員會(huì)決定(Compensationcommittees)Widegapsbut…ClearerlinkstoperformanceCloselyregulatedbygov’t契約保證(Guaranteedemploymentcon薪資守密問題(PaySecrecyoropenness)WhatemployeeswanttoknowWilldisclosingpayinformationHarmorbenefitthefirm薪資保障問題(PaySecurity)GuaranteedannualwageSupplementalunemploymentbenefitsCost-of-LivingadjustmentsSeverancepay薪資壓縮問題(PayCompression)PaygapsordifferentialsbetweencolleaguesSeniorandjunioremployees,supervisorsandsubordinates薪資政策與議題薪資守密問題(PaySecrecyoropenness12 員工福利與服務(wù)(EmployeeBenefitsandServices)間接報(bào)償(indirectcompensation)組織提供福利與服務(wù)(benefitsandservices)的理由

法定福利vs.非法定福利

美國企業(yè)與我國企業(yè)的福利措施學(xué)習(xí)目標(biāo)(LEARNINGOBJECTIVES)12 員工福利與服務(wù)間接報(bào)償(indirectcompe間接報(bào)償(Indirectcompensation)

包括福利與服務(wù)(BenefitsandServices)

指員工因?yàn)槭墙M織的一員及參與組織活動(dòng)而給予的報(bào)酬，包括以金錢方式給付的福利(如退休金、保險(xiǎn)給付...)以及非金錢方式給付的服務(wù)(如康樂設(shè)施、文藝活動(dòng)...)

Benefitsandservicesareavailabletoworkersaslongastheyareemployedbytheorganization.間接報(bào)償(Indirectcompensation)

影響福利與服務(wù)措施的各項(xiàng)因素Domestic&Int’lEconomicConditionsLaborMarketLaborUnionsCompany&IndustryConditionsState&FederalGovernment

GeographicLocation

BENEFITSANDSERVICES影響福利與服務(wù)措施的各項(xiàng)因素Domestic&Int’l員工福利(FringeBenefits)因身為公司一份子或身居公司某一職位而享有的報(bào)酬(Rewardsthatemployeesreceiveforbeingmembersoftheorganizationandfortheirpositionsintheorganizations)通常與員工的業(yè)績無關(guān)員工福利(FringeBenefits)因身為公司一份子配合法令規(guī)定協(xié)助滿足員工生活的需求不讓員工產(chǎn)生理所當(dāng)然、不花白不花的心態(tài)若非法定，儘量給予員工選擇機(jī)會(huì)符合組織財(cái)務(wù)能力福利措施的原則配合法令規(guī)定福利措施的原則經(jīng)濟(jì)取向:年終獎(jiǎng)金、分紅入股、退(離)職金、個(gè)人給薪假是員工最愛的前四名.個(gè)人成長取向:教育進(jìn)修機(jī)會(huì)、國內(nèi)外休閒設(shè)計(jì)…..生活照顧取向:托兒服務(wù)、陪產(chǎn)假、育嬰假、租屋補(bǔ)助、彈性工作時(shí)間….員工福利的類別經(jīng)濟(jì)取向:年終獎(jiǎng)金、分紅入股、退(離)職金、個(gè)人給薪假是員補(bǔ)助性薪資給付(如特別休假、產(chǎn)假..)-勞動(dòng)基準(zhǔn)法保險(xiǎn)福利(普通事故、職業(yè)災(zāi)害)-勞工保險(xiǎn)條例退休福利-勞動(dòng)基準(zhǔn)法獎(jiǎng)金福利-職工福利金條例、勞動(dòng)基準(zhǔn)法法定福利法定福利滿足生理需求(貸款、廉價(jià)優(yōu)惠、設(shè)施享用、節(jié)日補(bǔ)助金…)滿足安全需求(講究工作環(huán)境、團(tuán)體保險(xiǎn)、意外防癌保險(xiǎn)…)滿足社會(huì)需求(娛樂措施、聚餐摸獎(jiǎng)、老年員工照顧….)非法定福利滿足生理需求(貸款、廉價(jià)優(yōu)惠、設(shè)施享用、節(jié)日補(bǔ)助金…)非法定1998年廠商負(fù)擔(dān)的勞動(dòng)成本中，非薪資報(bào)酬佔(zhàn)總報(bào)酬比例增為11.4%，亦即，企業(yè)平均每年支付單一受雇員工的非薪資報(bào)酬高達(dá)新臺幣六萬一千五百元。主要包括員工保險(xiǎn)費(fèi)、退休準(zhǔn)備金、資遣費(fèi)、職工福利金等行政院主計(jì)處1999.11.26臺灣地區(qū)企業(yè)員工非薪資報(bào)酬1998年廠商負(fù)擔(dān)的勞動(dòng)成本中，非薪資報(bào)酬佔(zhàn)總報(bào)酬比例增為1健康檢查:勞工健康保護(hù)規(guī)則第十一條規(guī)定，視員工的年齡層分每年、每二年或三年做定期健康檢查.教育訓(xùn)練:促進(jìn)產(chǎn)業(yè)升級條例規(guī)定人才培訓(xùn)支出可抵減營利事業(yè)所得稅.我國企業(yè)普遍實(shí)施的員工福利我國企業(yè)普遍實(shí)施的員工福利惠普科技公司每年選定一天做為“家庭日”(FamilyDay)美國花旗銀行也有獨(dú)特的“返家日”(EarlyHomeDay)與“約會(huì)日”(DateNight).人性化--從家庭成員著眼人性化--從家庭成員著眼美國企業(yè)的員工福利美國企業(yè)對員工福利的支出(1997年資料)法律規(guī)定的(Legallyrequired)21.30%有關(guān)退休的(Retirementrequired)15.25%有關(guān)保險(xiǎn)的(Insurancerelated)24.21%休假給付(Paymentfortimenotworked)33.66%其他5.56%1996年美國商會(huì)的統(tǒng)計(jì)顯示，美國企業(yè)對每一位員工的福利給付平均為US$14,086.約佔(zhàn)每人平均年薪的41.3%)1929年時(shí)，福利僅佔(zhàn)薪酬的5%美國企業(yè)的員工福利美國企業(yè)對員工福利的支出(1997年資料亦稱為自助餐式福利計(jì)畫(CafeteriaPlans)，容許個(gè)別員工從公司提供的福利清單中選取其偏愛的福利項(xiàng)目。讓員工更關(guān)心福利措施，提高員工士氣。經(jīng)由溝通，員工對福利能有更正面的看法。在摩根史坦利公司，大約有三分之二的正式員工選擇自己的福利組合。彈性福利(Flexible-BenefitPlans)亦稱為自助餐式福利計(jì)畫(CafeteriaPlans)，員工服務(wù)(EmployeeServices)StockOwnershipPlansEducationProgramsPre-RetirementChildCareFinancialServicesElderCareSocialandRecreationalPrograms員工服務(wù)(EmployeeServices)StockO有些企業(yè)要員工承擔(dān)部分福利措施的成本，則企業(yè)可以節(jié)省福利的支，也可以使員工了解各項(xiàng)福利的成本。成本分?jǐn)?costsharing)有些企業(yè)要員工承擔(dān)部分福利措施的成本，則企業(yè)可以節(jié)省福利的支對福利措施的兩種看法:

權(quán)利(Entitlements)or激勵(lì)(Incentives)?ENTITLEMENTSIncreasingexpectations,benefitstakenforgrantedEmployeesunawareofcostsorvalueofbenefitsSeenasHygienefactors,servetominimizedissatisfactionDetachedfromperformanceINCENTIVESMinimalbenefitexpectationsTotalcompensationapproachSeenasMotivators,servetomaximizesatisfaction&performanceLinksmadebetweenperformancelevels&benefits

對福利措施的兩種看法:

權(quán)利(Entitlements)oStep1:

目標(biāo)與策略(SetObjectives&StrategyforBenefits)Step2:

員工參與(InvolveParticipantsandUnions)Step3:

溝通(CommunicateBenefits)Step4:

成本監(jiān)控(MonitorCostsClosely)福利措施的有效管理

ManagingAnEffectiveBenefitsProgram

Step1:目標(biāo)與策略(SetObjectives13員工訓(xùn)練與發(fā)展訓(xùn)練與學(xué)習(xí)(trainingandlearning)的定義職前訓(xùn)練(orientationprogram)員工的訓(xùn)練需求(employees’needsfortraining)個(gè)人、團(tuán)體、組織的發(fā)展計(jì)畫

訓(xùn)練成效的評估比較目標(biāo)管理(goalsetting)、行為修正術(shù)(behavior modification)、團(tuán)隊(duì)建立(teambuilding)的特色學(xué)習(xí)目標(biāo)(LEARNINGOBJECTIVES)13員工訓(xùn)練與發(fā)展訓(xùn)練與學(xué)習(xí)(trainingandl累積技術(shù)、培養(yǎng)人才出生入學(xué)就業(yè)職務(wù)要求知識個(gè)人所獲知識識知年齡彼得現(xiàn)象累積技術(shù)、培養(yǎng)人才出生入學(xué)就業(yè)職務(wù)要求知識個(gè)人所獲知識識知年生涯發(fā)展(Development)Preparesindividualsforthefuture,focusesonlearningandpersonaldevelopment職前訓(xùn)練(Orientation)Introducesnewemployeestotheorganizationandtotheemployee’snewtasks,managers,andworkgroups.訓(xùn)練與發(fā)展在職訓(xùn)練(Training)Thesystematicprocessofalteringthebehaviorofemployeesinadirectionthatwillachieveorganizationalgoals,Helpemployeesmasterspecificskillsandabilitiesneededtobesuccessful.

生涯發(fā)展(Development)職前訓(xùn)練(Orient職前訓(xùn)練的過程:

社會(huì)化(Socialization)PRINCIPALPURPOSESToreducestart-upcostsofanewemployeeToreduceanxietyorfearoffailureToreduceturnoverTosavetimeforsupervisorsandco-workersTodeveloprealisticjobexpectations,positiveattitudestoward theemployer,andjobsatisfactionSocializationoccurswhennewemployeeslearnnorms,values,workprocedures,andpatternsofbehavioranddressexpectedbytheorganization.職前訓(xùn)練的過程:

社會(huì)化(Socialization)PRI動(dòng)機(jī):Thetraineemustbemotivatedtolearn能力:Thetraineemustbeabletolearn增強(qiáng):Thelearningmustbereinforced練習(xí):Itmustprovideforpracticeofthe material重要:Thematerialpresentedmustbemeaningful溝通:Thematerialmustbecommunicatedeffectively移轉(zhuǎn):Thematerialtaughtmusttransfertothejob學(xué)習(xí)理論(LearningTheory)有效學(xué)習(xí)的原則(Principles)動(dòng)機(jī):Thetraineemustbemotivat訓(xùn)練計(jì)畫的績效分析(PerformanceAnalysis)Theknowledge,skillandabilitytoperformthejobThepersonorjobholder’sneeds&resultsEXPECTEDACTUALSuggeststheneedfortrainingGAP訓(xùn)練計(jì)畫的績效分析(PerformanceAnalysisOn-The-JobTrainingVerywidelyusedPlacedinrealworkexperiencesCaseMethodWrittendescriptionsofrealdecision-makingsituationsRolePlayingAsktraineestointeract&reactwithotherroleplayers訓(xùn)練方法之選擇

In-BasketTechniquesAnalyze&critiquetraineesonnumber,quality,&priorityofdecisionsmadeManagementGamesSimulatecompanyorindustrysituationsEmphasizeproblemsolving

BehaviorModelingLearningthroughobservationorimaginationUsedinleadershiptrainingOn-The-JobTraining訓(xùn)練方法之選擇

In-LECTURE-DISCUSSIONMostfrequentlyusedmethodClassroompresentationsbyoutsideconsultants/trainersMorerecentlypresentedviatechnologyordistancelearningOUTDOOR-ORIENTEDPROGRAMSAction-orientedprogramsEmphasizeleadership,teamworkandrisk-takingCombineoutdoorskillsandclassroomseminars工作外的訓(xùn)練

(OfftheJobTraining)MotivationLECTURE-DISCUSSION工作外的訓(xùn)練

(OffInternet(External)Intranets(Internal)VirtualRealityDistanceLearning

電腦輔助的訓(xùn)練

(Computer-AssistedInstruction)Internet(External)電腦輔助的訓(xùn)練

(CComparecosts/benefitsofusingvarioustechnologymediaandservicesGenerateatrackingandreportingsystemfocusedonvariousfacetsofvalidityReassessthevalueorreturnoninvestmentofthetrainingprogramFamiliarizeyourselfwiththetechnologybeingconsideredUnderstandbasiclearningprinciplesDefinethetargetemployeegroupDeterminetrainingneedsfromperformanceanalysisDefinetraininggoalsorresults

電腦輔助的訓(xùn)練:問題與建議(IssuesandRecommendations)Comparecosts/benefitsofusinGOALSETTING(目標(biāo)管理)GoalsandintentionsareprimarydeterminantsofbehaviorAttributesofgoalsinclude:Specificity(清晰度)Difficulty(困難度)Intensity(強(qiáng)度)Undertherightconditions,canbeveryeffectiveBEHAVIORMODIFICATION(行為修正)SystematicreinforcementofdesirableorganizationalbehaviorAssumesreinforcementisanimportantprincipleoflearning員工發(fā)展計(jì)畫:

個(gè)人方面GOALSETTING(目標(biāo)管理)員工發(fā)展計(jì)畫:

個(gè)人員工發(fā)展計(jì)畫:

團(tuán)隊(duì)方面團(tuán)隊(duì)建立(TEAMBUILDING)DevelopmentalprocessHelpsorpreparesworkersto performmoreefficientlyoreffectivelyingroupsTechniquemustbetailoredtofittheneedsandproblemsofgroupsinvolvedSomeobserverssuggestteamsarethewaveofthefuture員工發(fā)展計(jì)畫:

團(tuán)隊(duì)方面團(tuán)隊(duì)建立(TEAMBUILDING全面品質(zhì)管理(TQM)Philosophy,processandsetofprinciplesGoaliscontinuousimprovementInvolvesconsiderablechangeinattitudes,communication,employeeinvolvement&commitmentTopmanagementmustinitiateandsupportsuchchange員工發(fā)展計(jì)畫:

組織方面全面品質(zhì)管理(TQM)員工發(fā)展計(jì)畫:

組織方面有高興嗎?happy?有教到嗎?Dowhatissupposedtodo?有用到嗎?Aretheconceptsused?有影響嗎?Impact?教育訓(xùn)練的評估衡量訓(xùn)練效果的四個(gè)層次(Kirkpatrick,1959)反應(yīng)Reaction學(xué)習(xí)Learning行為Behavior結(jié)果Results有高興嗎?有教到嗎?有用到嗎?有影響嗎?教育訓(xùn)練演講完畢，謝謝觀看！演講完畢，謝謝觀看！8報(bào)償制度(二)全面報(bào)償設(shè)計(jì)(TotalCompensationPackage)績效基礎(chǔ)薪酬(performance-basedpay)功績制(meritpayplan)與獎(jiǎng)金制(incentivepayplan)個(gè)人獎(jiǎng)勵(lì)(individualincentives)與團(tuán)體獎(jiǎng)勵(lì)(groupincentives)薪資議題(payissues:secrecy,security,andcompression)學(xué)習(xí)目標(biāo)(LEARNINGOBJECTIVES)8報(bào)償制度(二)全面報(bào)償設(shè)計(jì)(TotalCompensa全面報(bào)償設(shè)計(jì)(TotalCompensationPackage)本薪(Basepay)變動(dòng)性給付(Variablepay)間接性給付(Indirectpay)全面報(bào)償設(shè)計(jì)(TotalCompensationPack績效基礎(chǔ)薪酬(performance-basedpay)金錢是有效的績效激勵(lì)因子，企業(yè)希望留住績效好的員工的最常用的方法就是performance-basedpay

績效基礎(chǔ)薪酬(performance-basedpay)金兩類績效基礎(chǔ)薪酬功績制(meritpayplan)

間接衡量績效，通常繼續(xù)不斷發(fā)給獎(jiǎng)金制(incentivepayplan)

個(gè)人獎(jiǎng)勵(lì)(individualincentives)團(tuán)體獎(jiǎng)勵(lì)(groupincentives)兩類績效基礎(chǔ)薪酬將對員工的給付與其績效或生產(chǎn)力直接掛鉤的一種設(shè)計(jì);通常與本薪制度並用.獎(jiǎng)金制度將對員工的給付與其績效或生產(chǎn)力直接掛鉤的一種設(shè)計(jì);通常與個(gè)人獎(jiǎng)勵(lì)論件計(jì)酬(piecerateplans)傭金(plansbasedoncommissions)節(jié)省工時(shí)的獎(jiǎng)勵(lì)(plansbasedontimesaved紅利(individualbonuses)提案獎(jiǎng)金(suggestionsystem)對管理人員的獎(jiǎng)勵(lì)團(tuán)體獎(jiǎng)勵(lì)利潤分享計(jì)畫(profit-sharingplans)史甘隆計(jì)畫(Scanlonplan)員工認(rèn)股(ESOPs)獎(jiǎng)金制度(incentivepaysystems)的種類個(gè)人獎(jiǎng)勵(lì)團(tuán)體獎(jiǎng)勵(lì)獎(jiǎng)金制度(incentivepa理想的獎(jiǎng)金制對員工及管理當(dāng)局均有利簡單容易瞭解有基本薪資保證理想的獎(jiǎng)金制對員工及管理當(dāng)局均有利個(gè)人獎(jiǎng)勵(lì)(IndividualIncentives)計(jì)件制(STRAIGHTPIECEWORK)Paydeterminationfluctuates basedonunitsofproduction pertimeperiod差別計(jì)件制(DIFFERENTIALPIECERATE)UsestwoseparatepieceratesOnerateforproductionupto standardAnotherrateforproduction exceedingstandard標(biāo)準(zhǔn)工時(shí)制(STANDARD-HOURPLAN)Baseswagesoncompletionofa jobortaskinsomeexpected periodoftime分紅制度(PRODUCTIONBONUSSYSTEMS)Hourlyrateplusbonusfor exceedingastandard傭金制(COMMISSION)Paydeterminationbasedona percentageofsalesinunitsor dollars個(gè)人獎(jiǎng)勵(lì)(IndividualIncentives)計(jì)件制組織全面獎(jiǎng)勵(lì)制度

(OrganizationwideIncentives)提案制度(SuggestionSystems)Formalmethodofobtainingemployees’ideasaboutimprovementsRewardbasedonthesuccessfuluseofanidea利益分享(GainsharingIncentives)考慮員工貢獻(xiàn)(Allowsemployeescontributingtoperformanceresultstoshareintheproceeds)多種利潤來源(Gainscaninclude:hoursworked,dollarsspentonlabor,dollarsspentonwaste)利潤分享計(jì)畫(ProfitSharingPlans)Distributeafixedpercentageoftotalorganizationalprofitstoemployees員工認(rèn)股(EmployeeStockOwnership)(ESOPs)EmployeesreceivestockinthecompanyEmployeebenefitspaidoutintheformofcompanystock組織全面獎(jiǎng)勵(lì)制度

(OrganizationwideInc史甘隆計(jì)畫(ScanlonPlan)鼓勵(lì)員工提出可能增進(jìn)生產(chǎn)力的改善建議。此制度將勞動(dòng)成本實(shí)質(zhì)節(jié)省後所增加的利潤，由全體員工與雇主共同分享(通常全體員工分得75%，公司分得25%).利益分享計(jì)畫(GainsharingPlans):著名例子林肯公司計(jì)畫(LincolnElectricPlan)論件計(jì)酬(Allcompensation basedonpiecework)晉升要看功績(Promotionsonmerit)員工認(rèn)股(Stockpurchaseplanincluded)史甘隆計(jì)畫(ScanlonPlan)利益分享計(jì)畫(Gai利潤分享計(jì)畫(ProfitSharingPlans)在員工正常待遇之外，另行加上分享企業(yè)累積產(chǎn)生的利潤.

及時(shí)分配計(jì)畫(currentdistributionplan):將當(dāng)季或當(dāng)年的利潤提出某一比例分配給員工遞延計(jì)畫(deferredplan):利潤存到基金中，直到退休、死亡或喪失工作能力時(shí)才分配利潤分享計(jì)畫(ProfitSharingPlans)在員報(bào)酬制度新設(shè)計(jì)(InnovativeCompensationDesign):

以個(gè)人為基礎(chǔ)(PeopleBasedPay)技能基礎(chǔ)(SKILL-BASED) Paylevelsbasedonhowmanyskillsemployeeshaveorhowmanyjobstheycando知識基礎(chǔ)(KNOWLEDGE-BASED) Rewardsemployeesforacquiringadditionalknowledgebothwithincurrentjobcategoriesandinnewjobones

文憑基礎(chǔ)(CREDENTIAL-BASED) Requiresemployeestoobtaindiplomasorlicensesorpassoneormoreexaminations報(bào)酬制度新設(shè)計(jì)(InnovativeCompensatio契約保證(Guaranteedemploymentcontracts)高薪，不受績效影響(Highpayregardlessofperformancelevels)秘而不宣(Secretivepaypackages)CEO酬勞的爭議競標(biāo)法(CompetitivePayApproach)Wideunjustifiablepaygaps15:1ratiosinsmalltomid-sizedfirms;100-200:1inlargefirms績效法(ComparativePerformanceApproach)基於績效而變動(dòng)(Variableperformancebasedpay)設(shè)定績效目標(biāo)(Performancetargetsset)委員會(huì)決定(Compensationcommittees)Widegapsbut…ClearerlinkstoperformanceCloselyregulatedbygov’t契約保證(Guaranteedemploymentcon薪資守密問題(PaySecrecyoropenness)WhatemployeeswanttoknowWilldisclosingpayinformationHarmorbenefitthefirm薪資保障問題(PaySecurity)GuaranteedannualwageSupplementalunemploymentbenefitsCost-of-LivingadjustmentsSeverancepay薪資壓縮問題(PayCompression)PaygapsordifferentialsbetweencolleaguesSeniorandjunioremployees,supervisorsandsubordinates薪資政策與議題薪資守密問題(PaySecrecyoropenness12 員工福利與服務(wù)(EmployeeBenefitsandServices)間接報(bào)償(indirectcompensation)組織提供福利與服務(wù)(benefitsandservices)的理由

法定福利vs.非法定福利

美國企業(yè)與我國企業(yè)的福利措施學(xué)習(xí)目標(biāo)(LEARNINGOBJECTIVES)12 員工福利與服務(wù)間接報(bào)償(indirectcompe間接報(bào)償(Indirectcompensation)

包括福利與服務(wù)(BenefitsandServices)

指員工因?yàn)槭墙M織的一員及參與組織活動(dòng)而給予的報(bào)酬，包括以金錢方式給付的福利(如退休金、保險(xiǎn)給付...)以及非金錢方式給付的服務(wù)(如康樂設(shè)施、文藝活動(dòng)...)

Benefitsandservicesareavailabletoworkersaslongastheyareemployedbytheorganization.間接報(bào)償(Indirectcompensation)

影響福利與服務(wù)措施的各項(xiàng)因素Domestic&Int’lEconomicConditionsLaborMarketLaborUnionsCompany&IndustryConditionsState&FederalGovernment

GeographicLocation

BENEFITSANDSERVICES影響福利與服務(wù)措施的各項(xiàng)因素Domestic&Int’l員工福利(FringeBenefits)因身為公司一份子或身居公司某一職位而享有的報(bào)酬(Rewardsthatemployeesreceiveforbeingmembersoftheorganizationandfortheirpositionsintheorganizations)通常與員工的業(yè)績無關(guān)員工福利(FringeBenefits)因身為公司一份子配合法令規(guī)定協(xié)助滿足員工生活的需求不讓員工產(chǎn)生理所當(dāng)然、不花白不花的心態(tài)若非法定，儘量給予員工選擇機(jī)會(huì)符合組織財(cái)務(wù)能力福利措施的原則配合法令規(guī)定福利措施的原則經(jīng)濟(jì)取向:年終獎(jiǎng)金、分紅入股、退(離)職金、個(gè)人給薪假是員工最愛的前四名.個(gè)人成長取向:教育進(jìn)修機(jī)會(huì)、國內(nèi)外休閒設(shè)計(jì)…..生活照顧取向:托兒服務(wù)、陪產(chǎn)假、育嬰假、租屋補(bǔ)助、彈性工作時(shí)間….員工福利的類別經(jīng)濟(jì)取向:年終獎(jiǎng)金、分紅入股、退(離)職金、個(gè)人給薪假是員補(bǔ)助性薪資給付(如特別休假、產(chǎn)假..)-勞動(dòng)基準(zhǔn)法保險(xiǎn)福利(普通事故、職業(yè)災(zāi)害)-勞工保險(xiǎn)條例退休福利-勞動(dòng)基準(zhǔn)法獎(jiǎng)金福利-職工福利金條例、勞動(dòng)基準(zhǔn)法法定福利法定福利滿足生理需求(貸款、廉價(jià)優(yōu)惠、設(shè)施享用、節(jié)日補(bǔ)助金…)滿足安全需求(講究工作環(huán)境、團(tuán)體保險(xiǎn)、意外防癌保險(xiǎn)…)滿足社會(huì)需求(娛樂措施、聚餐摸獎(jiǎng)、老年員工照顧….)非法定福利滿足生理需求(貸款、廉價(jià)優(yōu)惠、設(shè)施享用、節(jié)日補(bǔ)助金…)非法定1998年廠商負(fù)擔(dān)的勞動(dòng)成本中，非薪資報(bào)酬佔(zhàn)總報(bào)酬比例增為11.4%，亦即，企業(yè)平均每年支付單一受雇員工的非薪資報(bào)酬高達(dá)新臺幣六萬一千五百元。主要包括員工保險(xiǎn)費(fèi)、退休準(zhǔn)備金、資遣費(fèi)、職工福利金等行政院主計(jì)處1999.11.26臺灣地區(qū)企業(yè)員工非薪資報(bào)酬1998年廠商負(fù)擔(dān)的勞動(dòng)成本中，非薪資報(bào)酬佔(zhàn)總報(bào)酬比例增為1健康檢查:勞工健康保護(hù)規(guī)則第十一條規(guī)定，視員工的年齡層分每年、每二年或三年做定期健康檢查.教育訓(xùn)練:促進(jìn)產(chǎn)業(yè)升級條例規(guī)定人才培訓(xùn)支出可抵減營利事業(yè)所得稅.我國企業(yè)普遍實(shí)施的員工福利我國企業(yè)普遍實(shí)施的員工福利惠普科技公司每年選定一天做為“家庭日”(FamilyDay)美國花旗銀行也有獨(dú)特的“返家日”(EarlyHomeDay)與“約會(huì)日”(DateNight).人性化--從家庭成員著眼人性化--從家庭成員著眼美國企業(yè)的員工福利美國企業(yè)對員工福利的支出(1997年資料)法律規(guī)定的(Legallyrequired)21.30%有關(guān)退休的(Retirementrequired)15.25%有關(guān)保險(xiǎn)的(Insurancerelated)24.21%休假給付(Paymentfortimenotworked)33.66%其他5.56%1996年美國商會(huì)的統(tǒng)計(jì)顯示，美國企業(yè)對每一位員工的福利給付平均為US$14,086.約佔(zhàn)每人平均年薪的41.3%)1929年時(shí)，福利僅佔(zhàn)薪酬的5%美國企業(yè)的員工福利美國企業(yè)對員工福利的支出(1997年資料亦稱為自助餐式福利計(jì)畫(CafeteriaPlans)，容許個(gè)別員工從公司提供的福利清單中選取其偏愛的福利項(xiàng)目。讓員工更關(guān)心福利措施，提高員工士氣。經(jīng)由溝通，員工對福利能有更正面的看法。在摩根史坦利公司，大約有三分之二的正式員工選擇自己的福利組合。彈性福利(Flexible-BenefitPlans)亦稱為自助餐式福利計(jì)畫(CafeteriaPlans)，員工服務(wù)(EmployeeServices)StockOwnershipPlansEducationProgramsPre-RetirementChildCareFinancialServicesElderCareSocialandRecreationalPrograms員工服務(wù)(EmployeeServices)StockO有些企業(yè)要員工承擔(dān)部分福利措施的成本，則企業(yè)可以節(jié)省福利的支，也可以使員工了解各項(xiàng)福利的成本。成本分?jǐn)?costsharing)有些企業(yè)要員工承擔(dān)部分福利措施的成本，則企業(yè)可以節(jié)省福利的支對福利措施的兩種看法:

權(quán)利(Entitlements)or激勵(lì)(Incentives)?ENTITLEMENTSIncreasingexpectations,benefitstakenforgrantedEmployeesunawareofcostsorvalueofbenefitsSeenasHygienefactors,servetominimizedissatisfactionDetachedfromperformanceINCENTIVESMinimalbenefitexpectationsTotalcompensationapproachSeenasMotivators,servetomaximizesatisfaction&performanceLinksmadebetweenperformancelevels&benefits

對福利措施的兩種看法:

權(quán)利(Entitlements)oStep1:

目標(biāo)與策略(SetObjectives&StrategyforBenefits)Step2:

員工參與(InvolveParticipantsandUnions)Step3:

溝通(CommunicateBenefits)Step4:

成本監(jiān)控(MonitorCostsClosely)福利措施的有效管理

ManagingAnEffectiveBenefitsProgram

Step1:目標(biāo)與策略(SetObjectives13員工訓(xùn)練與發(fā)展訓(xùn)練與學(xué)習(xí)(trainingandlearning)的定義職前訓(xùn)練(orientationprogram)員工的訓(xùn)練需求(employees’needsfortraining)個(gè)人、團(tuán)體、組織的發(fā)展計(jì)畫

訓(xùn)練成效的評估比較目標(biāo)管理(goalsetting)、行為修正術(shù)(behavior modification)、團(tuán)隊(duì)建立(teambuilding)的特色學(xué)習(xí)目標(biāo)(LEARNINGOBJECTIVES)13員工訓(xùn)練與發(fā)展訓(xùn)練與學(xué)習(xí)(trainingandl累積技術(shù)、培養(yǎng)人才出生入學(xué)就業(yè)職務(wù)要求知識個(gè)人所獲知識識知年齡彼得現(xiàn)象累積技術(shù)、培養(yǎng)人才出生入學(xué)就業(yè)職務(wù)要求知識個(gè)人所獲知識識知年生涯發(fā)展(Development)Preparesindividualsforthefuture,focusesonlearningandpersonaldevelopment職前訓(xùn)練(Orientation)Introducesnewemployeestotheorganizationandtotheemployee’snewtasks,managers,andworkgroups.訓(xùn)練與發(fā)展在職訓(xùn)練(Training)Thesystematicprocessofalteringthebehaviorofemployeesinadirectionthatwillachieveorganizationalgoals,Helpemployeesmasterspecificskillsandabilitiesneededtobesuccessful.

生涯發(fā)展(Development)職前訓(xùn)練(Orient職前訓(xùn)練的過程:

社會(huì)化(Socialization)PRINCIPALPURPOSESToreducestart-upcostsofanewemployeeToreduceanxietyorfearoffailureToreduceturnoverTosavetimeforsupervisorsandco-workersTodeveloprealisticjobexpectations,positiveattitudestoward theemployer,andjobsatisfactionSocializationoccurswhennewemployeeslearnnorms,values,workprocedures,andpatternsofbehavioranddressexpectedbytheorganization.職前訓(xùn)練的過程:

社會(huì)化(Socialization)PRI動(dòng)機(jī):Thetraineemustbemotivatedtolearn能力:Thetraineemustbeabletolearn增強(qiáng):Thelearningmustbereinforced練習(xí):Itmustprovideforpracticeofthe material重要:Thematerialpresentedmustbemeaningful溝通:Thematerialmustbecommunicatedeffectively移轉(zhuǎn):Thematerialtaughtmusttransfertothejob學(xué)習(xí)理論(LearningTheory)有效學(xué)習(xí)的原則(Principles)動(dòng)機(jī):Thetraineemustbemotivat訓(xùn)練計(jì)畫的績效分析(PerformanceAnalysis)Theknowledge,skillandabilitytoperformthejobThepersonorjobholder’sneeds&resultsEXPECTEDACTUALSuggeststheneedfortrainingGAP訓(xùn)練計(jì)畫的績效分析(PerformanceAnalysisOn-The-JobTrainingVerywidelyusedPlacedinrealworkexperiencesCaseMethodWrittendescriptionsofrealdecision-makingsituationsRolePlayingAsktraineestointeract&reactwithotherroleplayers訓(xùn)練方法之選擇

In-BasketTechniquesAnalyze&critiquetraineesonnumber,quality,&prior