第五章薪酬水平及其外部競爭性課件

薪酬管理課件薪酬水平及其外部競爭性第五章7/24/2023里奇?zhèn)?RidgewayHospital)醫(yī)院是一個(gè)有296個(gè)住院床位的內(nèi)科和外科醫(yī)療中心。除了設(shè)有全部的傳統(tǒng)常規(guī)醫(yī)療服務(wù)項(xiàng)目外，還設(shè)有心臟病監(jiān)護(hù)、癌癥治療和急診服務(wù)。里奇?zhèn)メt(yī)院位于一個(gè)中等規(guī)模都市的中心，有806名支付全職工資的雇員。里奇?zhèn)メt(yī)院千方百計(jì)地保證其支付系統(tǒng)的內(nèi)部一致性。用因素計(jì)點(diǎn)法，里奇?zhèn)メt(yī)院的工作在評估打分的基礎(chǔ)上被分成25個(gè)薪金級(jí)別。每一個(gè)薪金級(jí)別在原來的基礎(chǔ)上還有上下25%的浮動(dòng)。沒有經(jīng)驗(yàn)的或經(jīng)驗(yàn)很少的雇員，只得到其所屬級(jí)別中的最低限的薪水。隨著雇員們在他們的工作中的不斷進(jìn)步，他們會(huì)被支付與其工作中所表現(xiàn)出來的水平相稱的薪水。雇員們似乎對里奇?zhèn)メt(yī)院的薪金體系很滿意，幾乎沒有什么正式的抱怨。然而，在回顧了這個(gè)醫(yī)院的人員流動(dòng)數(shù)字后，薪酬支付經(jīng)理瑪麗·克拉弗特(MaryCraft)注意到，在醫(yī)院的理療師中存在著不尋常的高流動(dòng)率?，旣悰Q定對這件事進(jìn)行調(diào)查，看一看是否是醫(yī)院的付薪實(shí)踐造成了這一問題。開篇案例7/24/2023理療師在薪金等級(jí)中屬于第8級(jí)。里奇?zhèn)メt(yī)院對這一級(jí)別的付薪范圍是17500美元~22500美元?，旣愖隽艘恍┛疾旌蟀l(fā)現(xiàn)，里奇?zhèn)メt(yī)院的主要競爭對手，蘭利(Langley)醫(yī)院支付給它的理療師的薪水為21000美元~27000美元。很顯然，里奇?zhèn)メt(yī)院支付的薪酬不具備外部競爭力。針對這一問題，瑪麗決定召開一次會(huì)議來討論如何應(yīng)付。出席會(huì)議的有主管人力資源的副總裁保羅·皮特森(PaulPeterson)和他的助手比爾·約翰森(BillJohson)。比爾建議里奇?zhèn)メt(yī)院將理療師的工作級(jí)別升至第10級(jí)，以使其對理療師付薪標(biāo)準(zhǔn)能與蘭利醫(yī)院的付薪情況相當(dāng)。而保羅對這一提議表示懷疑，他覺得這樣的變動(dòng)將會(huì)破壞里奇?zhèn)メt(yī)院的工作評估計(jì)劃的可信度，并會(huì)導(dǎo)致士氣問題，特別是對那些被分在薪金級(jí)別8中的雇員們。開篇案例7/24/2023思考:如何理解對外競爭力?你是否同意保羅提出的將理療師工作重新分類到支付級(jí)別10會(huì)導(dǎo)致士氣問題的說法？你能想出一個(gè)更好地解決此問題的辦法嗎？請解釋。一般地，當(dāng)內(nèi)部崗位價(jià)值評估與外部市場薪酬定價(jià)相矛盾時(shí)，如何解決？（參考下一章）開篇案例7/24/2023薪酬水平及其外部競爭性POLICIESTECHNIQUESOBJECTIVESEFFICIENCY

PerformanceQualityCustomersStockholdersCostsFAIRNESSCOMPLIANCECOMPETITIVENESSMarketSurveysPolicyPAYdefinitionslinesSTRUCTURECONTRIBUTORSSeniorityPerformanceMeritINCENTIVEbasedbasedguidelinesPROGRAMSMANAGEMENTCostsCommunicationChangeEVALUATIONALIGNMENTWorkDescriptionsEvaluation/

analysiscertificationINTERNAL

STRUCTURE7/24/2023基于職位的薪酬體系設(shè)計(jì)：職位薪酬體系的特點(diǎn)與操作流程工作分析薪酬調(diào)查職位評價(jià)薪酬水平基于職位薪酬體系7/24/2023勞動(dòng)力市場因素勞動(dòng)力供需模型的補(bǔ)充與修正產(chǎn)品市場與企業(yè)特征的影響選擇具有競爭力的策略薪酬調(diào)查外部競爭性及薪酬水平薪酬水平及其外部競爭性7/24/2023薪酬水平是指企業(yè)支付給不同職位的平均薪酬。技能薪酬體系的內(nèi)涵與特點(diǎn)PaylevelreferstotheaverageofthearrayofratespaidbyanemployerBase+Bonuses+Benefits+Options/

Employees7/24/2023外部競爭力是指不同組織間的薪酬關(guān)系——與競爭對手相比組織的薪酬水平，實(shí)際上就是指一家企業(yè)的薪酬水平的高低以及由此產(chǎn)生的企業(yè)在勞動(dòng)力市場上的競爭能力的大小。外部競爭性及薪酬水平7/24/2023A和B哪個(gè)更有競爭力?$25,00$50,00$100,00AB外部競爭性及薪酬水平7/24/2023外部競爭性的幾點(diǎn)注意事項(xiàng)：外部競爭性不是一個(gè)籠統(tǒng)的概念，應(yīng)當(dāng)落實(shí)到職位或職位簇上。競爭也包括選擇多種薪酬形式（如紅利、持股、靈活的福利），職業(yè)機(jī)會(huì)，具有挑戰(zhàn)性的工作等。外部競爭性涉及界定相關(guān)勞動(dòng)力市場。外部競爭性與內(nèi)部一致性存在權(quán)衡。外部競爭性及薪酬水平7/24/2023OneCompany’sMarketComparison:Basevs.TotalCompensation外部競爭性及薪酬水平7/24/2023OneCompany’sMarketComparison:Basevs.TotalCompensation外部競爭性及薪酬水平7/24/2023外部競爭性及薪酬水平TwoCompanies:SameTotalCompensation,DifferentMixes7/24/2023外部競爭性及薪酬水平TwoCompanies:SameTotalCompensation,DifferentMixes7/24/2023外部競爭性及薪酬水平TwoCompanies:SameTotalCompensation,DifferentMixes7/24/2023薪酬水平關(guān)注的目標(biāo)：吸引、保留和激勵(lì)員工控制勞動(dòng)力成本塑造企業(yè)形象外部競爭性及薪酬水平7/24/2023SomeConsequencesofPayLevelsCompetitivenessoftotalcompensationContainoperatingexpenses(laborcosts)IncreasepoolofqualifiedapplicantsIncreasequalityandexperienceReducevoluntaryturnoverIncreaseprobabilityofunion-freestatusReducepay-relatedworkstoppages選擇具有競爭力的策略7/24/2023BasePay+Increases+Benefits+Allowances+Perquisites=LaborCostsxNumberofEmployeesAveragePayLevelPayLevelDecisionsImpactLaborCost外部競爭性及薪酬水平7/24/2023薪酬水平勞動(dòng)市場因素需求特性供給特性產(chǎn)品市場因素競爭程度產(chǎn)品需求水平組織因素行業(yè),規(guī)模,戰(zhàn)略薪酬水平?jīng)Q策的主要影響因素外部競爭性及薪酬水平7/24/2023勞動(dòng)力市場因素勞動(dòng)力供需模型的補(bǔ)充與修正產(chǎn)品市場與企業(yè)特征的影響選擇具有競爭力的策略薪酬調(diào)查外部競爭性及薪酬水平薪酬水平及其外部競爭性7/24/2023$100,000PayforbusinessgraduatesNumberofbusinessgraduatesavailable$50,000$25,0001001000DemandSupplySupplyandDemandforBusinessSchoolGraduatesintheShortRun勞動(dòng)力市場因素7/24/2023LaborDemand勞動(dòng)力市場因素AnalysisoflabordemandindicateshowmanyemployeeswillbehiredbyanemployerIntheshortrun,anemployercannotchangeanyfactorofproductionexcepthumanresourcesAnemployer’slevelofproductioncanchangeonlyifitchangesthelevelofhumanresourcesAnemployer’sdemandlaborcoincideswiththemarginalproductoflaborMarginalproductoflaborAdditionaloutputassociatedwithemploymentofoneadditionalhumanresourcesunit,withotherproductionfactorsheldconstantMarginalrevenueoflaborAdditionalrevenuegeneratedwhenfirmemploysoneadditionalunitofhumanresources,withotherproductionfactorsheldconstant7/24/20230510152025SupplyDemandNumberofbusinessgraduatesavailableNumberofbusinessgraduatesavailableSupplytoindividualemployerMarginalrevenueproduct$25,000$25,000$50,000$50,000$100,000$100,000PayforbusinessgraduatesPayforbusinessgraduatesMarketlevelEmployerlevelSupplyandDemandattheMarket勞動(dòng)力市場因素7/24/2023LaborSupplyAssumptionsaboutbehaviorofpotentialemployeesManypeopleareseekingjobsTheypossessaccurateinformationaboutalljobopeningsNobarrierstomobilityamongjobsexistUpwardslopingsupplycurveassumesthataspayincreases,morepeoplearewillingtotakeajobHowever,ifunemploymentratesarelow,offersofhigherpaymaynotincreasesupply勞動(dòng)力市場因素7/24/2023勞動(dòng)力市場因素勞動(dòng)力供需模型的補(bǔ)充與修正產(chǎn)品市場與企業(yè)特征的影響選擇具有競爭力的策略薪酬調(diào)查外部競爭性及薪酬水平薪酬水平及其外部競爭性7/24/2023補(bǔ)償性工資差別理論：所謂補(bǔ)償性工資差別，是指在知識(shí)技能水平方面沒有本質(zhì)差異的勞動(dòng)者因所從事工作的工作條件和社會(huì)環(huán)境優(yōu)劣不同而產(chǎn)生的薪酬水平差異。差別理論實(shí)際是從勞動(dòng)需求角度承認(rèn)企業(yè)是不同質(zhì)的。需要彌補(bǔ)的一些負(fù)面特性：⑴培訓(xùn)費(fèi)用高⑵工作安全性差⑶工作條件性⑷成功的機(jī)遇少勞動(dòng)力供需模型的補(bǔ)充與修正7/24/2023效率工資理論：所謂效率工資是指一家企業(yè)所支付的薪酬高于市場通行工資率時(shí)的薪酬水平。高薪酬可以吸納高素質(zhì)求職者。減少跳槽人數(shù)。員工出于對企業(yè)“感激”之心，會(huì)更努力地工作因?yàn)楸唤夤偷拇鷥r(jià)增加，工人會(huì)盡量避免“怠工”減少管理人員。勞動(dòng)力供需模型的補(bǔ)充與修正7/24/2023信號(hào)工資理論：信號(hào)模型實(shí)際上是對勞動(dòng)力市場上的信息不對稱問題所作的一種補(bǔ)充解釋。企業(yè)的意圖是向當(dāng)前的以及潛在的員工發(fā)出信號(hào)，告訴他們企業(yè)所期望的行為和價(jià)值觀是什么。該理論也適合勞動(dòng)力供給模型，勞動(dòng)力供給者也會(huì)對潛在的雇主傳遞信號(hào)。勞動(dòng)力供需模型的補(bǔ)充與修正7/24/2023保留工資理論：保留工資實(shí)際是一種邊際概念（邊際閑暇小時(shí)價(jià)值），一旦市場所能提供的工資率超過了勞動(dòng)者的保留工資，勞動(dòng)就會(huì)考慮從事工作而不是享受閑暇。保留工資也是一種心理概念。有效的市場薪酬信息有利于降低勞動(dòng)者保留工資和標(biāo)準(zhǔn)的市場工資率的差異。勞動(dòng)力供需模型的補(bǔ)充與修正7/24/2023人力資本理論：通過自我投資（如教育、培訓(xùn)、經(jīng)驗(yàn)）來提高工作能力的人將獲得更高的薪酬。個(gè)人獲得技能和能力需要花費(fèi)時(shí)間、金錢或利用各種資源。薪酬水平一旦提高，愿意克服這些障礙的人數(shù)也就是增加，因而勞動(dòng)力供給曲線向上傾斜。勞動(dòng)力供需模型的補(bǔ)充與修正7/24/2023

TheoryPredictionSoWhat?CompensatingdifferentialsWorkwithnegativecharacteristicsrequireshigherpaytoattractworkers.Jobevaluationmustcollectandcompensablefactorsmostcapturethesenegativecharacteristics.EfficiencywageAbove-marketwageswillimproveefficiencybyattractingworkerswhowillperformbetterandbelesswillingtoleave.Staffingprogramsmusthavethecapabilityofselectingthebestemployees.Workmustbestructuredtotakeadvantageofemployees’greaterefforts.SignalingPaypoliciessignalthekindsofbehaviortheemployerseeks.Paypracticesmustrecognizethesebehaviorsbybetterpay,largerbonuses,andotherformsofcompensation.勞動(dòng)力供需模型的補(bǔ)充與修正7/24/2023

Theory

Prediction

SoWhat?ReservationwageJobseekerswon’tacceptjobswhosepayisbelowacertainwage,nomatterhowattractiveotherjobaspects.Paylevelwillaffectabilitytorecruit.HumancapitalThevalueofanindividual’sskillsandabilitiesisafunctionofthetimeandexpenserequiredtoacquirethem.Higherpayisrequiredtoinducepeopletotrainformoredifficultjobs.SupplySideTheoriesandImplications勞動(dòng)力供需模型的補(bǔ)充與修正7/24/2023勞動(dòng)力市場因素勞動(dòng)力供需模型的補(bǔ)充與修正產(chǎn)品市場與企業(yè)特征的影響選擇具有競爭力的策略薪酬調(diào)查外部競爭性及薪酬水平薪酬水平及其外部競爭性7/24/2023TwokeyproductmarketfactorsaffectabilityofafirmtochangepriceofitsproductsorservicesLevelofproductdemand–PutsalidonmaximumpaylevelanemployercansetDegreeofcompetition–Inhighlycompetitivemarkets,employersarelessabletoraisepriceswithoutlossofrevenueProductMarketFactorsandAbilitytoPay產(chǎn)品市場與企業(yè)特征的影響7/24/2023OrganizationFactorsIndustryEmployersizeOrganizationstrategy產(chǎn)品市場與企業(yè)特征的影響7/24/2023薪酬水平政策選擇影響因素總結(jié)：勞動(dòng)力市場特征薪酬水平政策選擇產(chǎn)品市場特征企業(yè)組織因素企業(yè)經(jīng)營戰(zhàn)略支付意愿支付能力支付限制產(chǎn)品市場與企業(yè)特征的影響7/24/2023勞動(dòng)力市場因素勞動(dòng)力供需模型的補(bǔ)充與修正產(chǎn)品市場與企業(yè)特征的影響選擇具有競爭力的策略薪酬調(diào)查外部競爭性及薪酬水平薪酬水平及其外部競爭性7/24/2023ChoiceofEmployer(mix)LeadPolicyLagPolicyFlexiblePoliciesPaywithCompetition(Match)CompetitivePayPolicyAlternatives選擇具有競爭力的策略7/24/2023PayPolicyOptions:MatchtheCompetitionAttemptstoensureanorganization’sWagecostsareapproximatelyequaltothoseofitsproductcompetitorsAbilitytoattractpotentialemployeeswillbeapproximatelyequaltoitslabormarketcompetitorsAvoidsplacinganemployeratadisadvantageinpricingproductsorinmaintainingaqualifiedworkforceMaynotprovideanemployerwithacompetitiveadvantageinitslabormarkets選擇具有競爭力的策略7/24/2023PayPolicyOptions:LeadPolicyMaximizesabilitytoattractandretainqualityemployeesandminimizesemployeedissatisfactionwithpayMayoffsetlessattractivefeaturesofworkIfusedonlytohirenewemployees,mayleadtodissatisfactionofcurrentemployees選擇具有競爭力的策略7/24/2023PayPolicyOptions:LagPolicyMayhinderafirm’sabilitytoattractpotentialemployeesIfpaylevelislaggedinreturnforpromiseofhigherfuturereturnsMayincreaseemployeecommitmentFosterteamworkMaypossiblyincreaseproductivity選擇具有競爭力的策略7/24/2023PayPolicyOptions:FlexiblePoliciesEmployershavemorethanonepaypolicyPolicymayvaryfordifferentoccupationalfamiliesAbovemarketforcriticalskillgroupsBeloworatmarketforothersPolicymayvaryfordifferentpayelementsAbovemarketintotalcompensationBelowmarketinbasepayAbovemarketinincentivesandrewardsAtorabovemarketinbenefits選擇具有競爭力的策略7/24/2023Pay-MixPolicyAlternativesBase50%Bonus17%Options16%Benefits17%Performance-DrivenBase50%Bonus10%Options10%Benefits30%Work-LifeBalanceBase80%Benefits20%Security(Commitment)MarketMatchBase70%Bonus6%Benefits20%Options4%選擇具有競爭力的策略7/24/2023PayPolicyOptions:ChoiceofEmployerCompaniescompetebasedontheiroverallreputationasaplacetoworkDefinescompensationmorebroadlytofocusonallreturnsfromemploymentOrganization’spositionbasedontotalreturnsofworkingforitApproachcorrespondstobrandorimageacompanyprojectsasanemployer選擇具有競爭力的策略7/24/2023PayPolicyOptions:SharedChoiceBeginswithtraditionaloptionsoflead,meet,orlagAddsasecondpart--offeremployeeschoices(withinlimits)inthepaymixSimilartoemployerofchoiceinrecognizingimportanceofbothpaylevelandmixEmployeeshavemoresayinformsofpayreceived選擇具有競爭力的策略7/24/2023WhichPayPolicyAchievesCompetitiveAdvantage?InvolvesassessingconsequencesofdifferentpaypolicyoptionsEvidence???PaylevelaffectscostsEffectsonproductivityEffectsonabilitytoattract

andretainemployeesPossibilityofachievingcompetitiveadvantageMessagethatpaylevelandmixsignaltopeople7/24/2023ProbableRelationshipsBetweenExternalPayPoliciesandObjectives選擇具有競爭力的策略7/24/2023勞動(dòng)力市場因素勞動(dòng)力供需模型的補(bǔ)充與修正產(chǎn)品市場與企業(yè)特征的影響選擇具有競爭力的策略薪酬調(diào)查外部競爭性及薪酬水平薪酬水平及其外部競爭性7/24/2023薪酬調(diào)查就是指企業(yè)通過收集信息來判斷其他企業(yè)所支付的薪酬?duì)顩r這樣一個(gè)系統(tǒng)過程。調(diào)查能夠向企業(yè)提供市場上各種相關(guān)企業(yè)向員工支付的薪酬水平和薪酬結(jié)構(gòu)等方面的信息。企業(yè)可以根據(jù)調(diào)查結(jié)果來確定自己當(dāng)前的薪酬水平相對于競爭對手在既定勞動(dòng)力市場上的位置，從而根據(jù)自己的戰(zhàn)略在未來調(diào)整自己的薪酬水平甚至薪酬結(jié)構(gòu)。薪酬調(diào)查7/24/2023薪酬調(diào)查的類型：薪酬調(diào)查的主體：政府、行業(yè)或?qū)I(yè)協(xié)會(huì)、咨詢公司、企業(yè)家聯(lián)合會(huì)以及企業(yè)自己。按調(diào)查方式分：正式薪酬調(diào)查、非正式薪酬調(diào)查按調(diào)查組織者正式薪酬調(diào)查分：商業(yè)性薪酬調(diào)查、專業(yè)性薪酬調(diào)查和政府薪酬調(diào)查。案例：探究國內(nèi)薪酬調(diào)查報(bào)告市場狀況

薪酬調(diào)查7/24/2023DeterminingExternally

CompetitivePayLevelsandStructuresExternalcompetitiveness:PayrelationshipsamongorganizationsSetPolicySelectmarketDesignsurveyDrawpolicylinesMergeinternal&externalpressuresCompetitivepaylevels,mix,andstructuresSomeMajorDecisionsinPayLevelDeterminationDeterminepay-levelpolicy.Definepurposeofsurvey.Specifyrelevantlabormarket.Designandconductsurvey.Interpretandapplyresults.Designgradesandrangesorbands.薪酬調(diào)查7/24/2023ChoiceofEmployerLeadPolicyLagPolicyFlexiblePolicies1、SpecifyCompetitivePayPolicyPaywithCompetition(Match)薪酬調(diào)查7/24/20232、WhatIsthePurposeofaSalarySurvey?SystematicprocessofcollectingandmakingjudgmentsaboutcompensationpaidbyotheremployersProvidesdataforSettingthepaypolicyrelativetocompetitionTranslatingthatpolicyintopaylevelsandstructures薪酬調(diào)查7/24/2023WhyConductaSalarySurvey?Adjustpaylevel–Howmuchtopay?Adjustpaymix–Whatforms?Adjustpaystructure?AnalyzespecialsituationsEstimatecompetitors’laborcosts薪酬調(diào)查7/24/20233、SelectRelevantMarketCompetitorsRelevantlabormarketincludesemployerswhocompeteForsameoccupationsorskillsForemployeesinsamegeographicareaWithsameproductsorservicesExamplesRelevantLaborMarketsbyGeographicandEmployeeGroupsPayDifferencesbyLocation薪酬調(diào)查7/24/2023RelevantMarketsThreefactorsdeterminerelevantlabormarketsOccupationGeographyCompetitorsIssuesrelatedtodefiningtherelevantmarketCompetitors–Products,location,andsizeJobs–Skillsandknowledgerequiredandtheirimportancetoorganizationalsuccess產(chǎn)品市場與企業(yè)特征的影響7/24/2023RelevantLaborMarketsbyGeographicandEmployeeGroupsGeographicScopeProductionOfficeandClericalTechniciansScientists&EngineersManagerialProfessionalExecutiveLocal:WithinrelativelysmallareassuchascitiesMostlikelyMostlikelyMostlikelyRegional:WithinaparticularareaofthestateorseveralstatesOnlyifinshortsupplyorcriticalOnlyifinshortsupplyorcriticalMostlikelyLikelyMostlikelyNational:AcrossthecountryMostlikelyMostlikelyMostlikelyInternational:AcrossseveralcountriesOnlyforcriticalskillsorthoseinveryshortsupplyOnlyforcriticalskillsorthoseinveryshortsupplySometimes薪酬調(diào)查7/24/2023PayDifferencesbyLocation薪酬調(diào)查7/24/20237/24/20234、DesigntheSurveyWhoshouldbeinvolved?Howmanyemployers?Whichjobstoinclude?Whatinformationtocollect?薪酬調(diào)查7/24/2023WhichJobstoInclude?Benchmark-job

approachLow-high

approachBenchmark

conversion

approach薪酬調(diào)查7/24/2023WhatInformationtoCollect?NatureoforganizationTotalcompensation

systemSpecific