人力資源管理雙語教學(xué)課件08薪酬管理

HumanResourceManagementChapter8CompensationTeachingObjectives:Whenyoufinishstudyingthischapter,youshouldbeableto:

-Explainthemeaningofrewardingemployees;-Understandtheorganizationalrewardsystem(報(bào)酬系統(tǒng))andincentivepaysystems(激勵薪酬系統(tǒng));-Understandthebasewageorsalarycomponent(構(gòu)成)ofemployeecompensation;-CompareandcontrastIncentivePaySystems(激勵薪酬系統(tǒng))-Discusstheprocessofdevelopingrewardsystem.Chapter8Outline8-1Introduction8-1-1Compensation8-1-2InfluentialFactorsofCompensation8-1-3FunctionsofCompensation8-1-4TheoriesUsedtoExplainCompensation’sEffects8-2PayStructure8-2-1ViewpointsofPay8-2-2PayDecision8-2-3BasedWagesandSalary8-2-4IncentivePay8-2-5Benefits8-3EstablishingPayRatesStep1:ThesalarysurveyStep2:JobEvaluationStep3:GroupSimilarJobsintoPayGradesStep4:PriceEachPayGrade-WageCurvesStep5:Fine-TunePayRates8-4ProgramsandMethods8-4-1CompensationPrograms8-4-2JobEvaluation8-4-3PricingtheJob

OpeningCaseWhenhebecameCEOoflBM，LouisGerstnerJr.knewhehadtospark(喚醒)thefirmoutofitslethargy(死氣沉沉).Foryears，IBMpeoplehadworkedinasortofcocoon(繭),insulated(隔絕)fromthemarket,paidnotonperformancebutprimariIyonseniority(資歷).Hehadtorefocushisemployees’attentiononanewsetofvalues：Winningmustbeanobsession(執(zhí)著);execution(執(zhí)行)isbuiltonspeedanddecisiveness(果斷決策)；andteamworkissomethingIBMmustcultivate(培育)．OneofGerstner’sfirststepswastoorderadramaticoverhaul(徹底改革)ofIBM’sentirecompensationplan.Thenewplanhadtomakerewardscontingenton(與…掛鉤)performance,onthemarket

andonwinning.Apocalypse

(啟示)1.Organizationshavearelativelylargedegreeofdiscretion(謹(jǐn)慎)indecidinghowtopay.2.Differencesinperformancebyanindividual,group,organization,seniority,orskillsdeterminethepay.3.Regardlessofcostdifferences,differentpayprogramscanhaveverydifferentconsequencesforproductivityandreturnoninvestment.McGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.8-1Introduction8-1-1Compensation(1)Definition:Employeecompensationreferstoallformsofpayorrewardsgoingtoemployeesandarisingfromtheiremployment.(2)TwoMainComponents-directfinancialpayments(直接經(jīng)濟(jì)報(bào)酬)(intheformofwages工資，salaries薪金，incentives獎金,commissions傭金，andbonuses紅利).-indirectpayments(間接經(jīng)濟(jì)報(bào)酬)(intheformoffinancialbenefits經(jīng)濟(jì)福利likeemployer-paidinsuranceandvacations)．

8-1Introduction8-1-1Compensation(3)Twobasicalwaystomakedirectfinancialpaymentstoemployees：onincrementsoftimeandonperformance．-Time-basedpayisstillmostpopular(forinstance，Blue-collarworkersgethourlyordailywages;managersorWebdesignerstendtobesalariedandpaidbytheweek，month，oryear)．-Performance-basedpayisthesecondoption．Piecework(計(jì)件工資)isanexample；ittiescompensationtotheamountofproduction(ornumberof“pieces”)theworkerproduces．a(chǎn)ndispopularasanincentiveplan(績效獎勵計(jì)劃)．8-1-2InfluentialFactorsofCompensation(1)影響企業(yè)整體薪酬水平的因素外部因素：生活費(fèi)用與物價(jià)水平地區(qū)和行業(yè)工資水平勞動力市場供求狀況國家政策、法律法規(guī)內(nèi)部因素：企業(yè)的薪酬策略企業(yè)工資支付能力產(chǎn)品的需求彈性工會的力量(2)影響員工個(gè)人薪酬水平的因素工作績效、職位、技能、工作條件、年齡與工齡8-1-3FunctionsofCompensation(1)Compensate(補(bǔ)償功能)簡單再生產(chǎn)——體力恢復(fù)復(fù)雜再生產(chǎn)——技能更新(2)Compete(競爭功能)LabormarketProductmarket(3)Motivate(激勵功能)IndividualPerformanceOrganizationalPerformanceEquityTheoryAgencyTheoryExpectancyTheoryMcGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.ReinforcementTheory8-1-4TheoriesUsedtoExplainCompensation’sEffects8-1-4TheoriesUsedtoExplainCompensation’sEffects(1)EquityTheory-basicallyholdsthatemployeeshaveastrongneedtomaintainabalancebetweenwhattheyperceiveastheirinputstotheirjobsandwhattheyreceivefromtheirjobsintheformofrewards.-O.p/I.p<,>,=O.o/I.o

Internalequity(內(nèi)部公平)–comparisonoftwoemployeesinthesameorganization.

Externalequity(外部公平)–dealswithwhatemployeesinotherorganizationsarebeingpaidforperformingtheirjobs.Individualequity(個(gè)人公平)–addressestheissueofrewardingindividuals.

Organizationalequity(組織公平)–isconcernedwithhowprofitsaredividedup(分配).8-1-4TheoriesUsedtoExplainCompensation’sEffects(2)ReinforcementTheory

-Aresponsefollowedbyareward

ismorelikelytorecurinthefuture.(3)ExpectancyTheory

-Motivationisafunctionofvalence,instrumentality,andexpectancy

(動機(jī)是效價(jià)、工具和期望的一個(gè)函數(shù)).McGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.8-1-4TheoriesUsedtoExplainCompensation’sEffects(4)AgencyTheory-Theinterestsoftheprincipals(委托人，i.e.owners)andtheiragents(代理人，i.e.managers)maynotconverge(相一致).-Typesofagencycostsinclude:◣Perquisites(特權(quán))◣Attitudestowardsrisk◣Decision-makinghorizons(決策基點(diǎn))AgencyCosts?Agencycostsmaybeminimizedbytheprincipalchoosingacontractingschemethathelpsaligntheinterestsoftheagentwiththeinterestsoftheprincipals.?

Thetypeofcontractdependspartlyonthefollowingfactors:-riskaversion(厭惡)-outcomeuncertainty-jobprogrammability(預(yù)定程序性)-measurablejoboutcomes-abilitytopay-traditionMcGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.8-2Paystructure-Payiscriticalinattaining(實(shí)現(xiàn))strategicgoals.-Payhasamajorimpactonemployeeattitudesandbehaviors.-Employeecompensationistypicallyasignificantorganizationalcost.

8-2-1ViewpointsofPay

(1)Fromtheemployer’spointofview:

8-2Paystructure-Policieshavingtodowithwages,salaries,andotherearningsaffecttheiroverallincomeandthustheirstandardofliving.-Bothlevelofpayandfairnesscomparedwithothers’payareimportant.8-2-1ViewpointsofPay

(2)Fromtheemployee’spointofview:8-2Paystructure8-2-2PayDecisionsPaystructurereferstotherelativepayofdifferentjobs(jobstructure)andhowmuchtheyarepaid(paystructure).Paylevelistheaveragepayinorganizations,includingwages,salaries,andbonuses.Jobstructureistherelativepayofjobsinorganizations(i.e.,therangeofpayoftenexpressedbysalarygrades).

Paypoliciesareattachedtojobs,notindividuals.McGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.8-2Paystructure8-2-2PayDecisionsTwotypesofemployeesocialcomparisonsofpayareespeciallyrelevantinmakingpay-levelandjobstructuredecisions:PayStructureDecisionAreaPayLevelJobStructureAdministrativeToolMarketpaysurveysJobevaluationFocusofEmployeePayComparisonsExternalequityInternalequityConsequencesofEquityPerceptionsExternalemployeemovement,laborcosts,employeeattitudesInternalemployeemovement,cooperation,employeeattitudesComponentsofEmployeeCompensation(1)Pay:

Itreferstoactualdollarsthatemployeesreceiveinexchangefortheirwork.(2)Basewageorsalary:

hourly,weekly,ormonthlypaythatemployeesreceivefortheirwork(正常勞動消耗的補(bǔ)償).(3)Incentive:

rewardsofferedinadditiontothebasewageorsalaryandareusuallyrelatedtoperformance(超額勞動的補(bǔ)償).(4)Benefit:

arerewardsthatemployeesreceiveasaresultoftheiremploymentandpositionwiththeorganization.Itisusuallynotrelatedtoemployeeperformance(補(bǔ)充性報(bào)酬).(5)Allowance(津貼)：特殊勞動的補(bǔ)償8-2PayStructure8-2-3BasedWagesandSalary基本工資Job-basedpay崗位工資Skill-basedpay

技能工資Knowledge-basedpay知識工資Competency-basedpay勝任能力工資VariablePay可變工資Performance-basedpay績效工資(meritpay)IncentivePayPlans激勵薪酬計(jì)劃Broad-banding寬帶薪酬制EmployeeBenefits員工福利Benefitpackage一攬子福利計(jì)劃Flexible-benefitplan彈性福利計(jì)劃8-2PayStructure8-2-3BasedWagesandSalary(基本工資)(1)Skill-basedpay(技能工資):

-employeeispaidfortherange,depth,andtypesofskillsandknowledgeheiscapableof.Employeesgainskillandknowledgeandtheirsalaryincreases.

Fitsworkforcevalues符合勞動力價(jià)值Increasesstaffingflexibility增強(qiáng)人員配置靈活性Buildsleanerstaffingrequirements精簡人員需求Encouragesflatterorganizationalstructure支持組織扁平化InspireshigherqualityandquantityproductivitylevelsBroadensincentives(激勵)toincreaseknowledgeandskillsReinforcesgroupparticipation.Deepenscommitmentwhenpromotionsareunavailable.Decreasesoveralllaborcosts.Improvesunderstandingofoperation(業(yè)務(wù)).Greaterproductivity提高生產(chǎn)率Favorablequalityoutcomes保證質(zhì)量Scrapreduction減少廢品PotentialBenefitsofaSkill-BasedPaySystem8-2PayStructure8-2-3BasedWagesandSalary(基本工資)(1)Competency-basedpay(勝任能力工資)

-Acompetencyisdefinedasatraitoracharacteristicthat’srequiredbyajobholdertoperformthatjobwell.Itoftenincludeknowledge,skills,andbehaviors.DesigningCompetency-BasedPay8-2PayStructure8-2-3BasedWagesandSalary(基本工資)(3)Variablepay(可變工資):-referstogrouppayplansthattiepaymentstoproductivity.(4)Piecework(計(jì)件工資):-Payistieddirectlytowhattheworkerproduces-emphasisonperformance-basedvariablepay.8-2PayStructure8-2-3BasedWagesandSalary(基本工資)(5)Broad-bandingpay(寬頻薪酬):

-collapsing(壓縮)salarygradesandranges.

intojustafewwidelevelsorbands,eachofwhichcontainsarelativelywiderangeofjobsandsalarylevels..3-emphasisonrewardingindividualsfortheirskillsandcompetencies,andtodefiningsalarygradesmuchmorebroadly.-emphasisongivingindividualsachoiceintherewardstheyreceive.8-2PayStructure8-2-4IncentivePay獎金(略)8-2PayStructure8-2-5Benefits福利Legallyrequired法定福利SocialSecurity社會保障Unemploymentcompensation失業(yè)補(bǔ)償Worker’scompensation工傷賠償Retirementrelated退休福利Pensionplans養(yǎng)老金計(jì)劃Insurancerelated保險(xiǎn)福利Healthinsurance健康保險(xiǎn)Lifeinsurance人壽保險(xiǎn)Accidentanddisabilityinsurance意外傷害保險(xiǎn)Paymentfortimenotworked非工作時(shí)間福利Paidholidays–typically9-10daysperyearFloatingholidays–

tobetakenattheemployeesdiscretionPaidvacationtypically2weeksafter1yearOthers其他福利EmployeeBenefitsLegallyrequired法定福利SocialSecurity社會保障Unemploymentcompensation失業(yè)補(bǔ)償Worker’scompensation工傷賠償Retirementrelated退休福利Pensionplans養(yǎng)老金計(jì)劃Insurancerelated保險(xiǎn)福利Healthinsurance健康保險(xiǎn)Lifeinsurance人壽保險(xiǎn)Accidentanddisabilityinsurance意外傷害保險(xiǎn)Paymentfortimenotworked非工作時(shí)間福利Paidholidays–typically9-10daysperyearFloatingholidays–tobetakenattheemployeesdiscretionPaidvacationtypically2weeksafter1yearOthers其他福利Source:BasedonfiguresfromU.S.ChamberofCommerceStatisticsandResearchCenter,The2001EmployeeBenefitsStudy(Washington,D.C.:U.S.ChamberofCommerce,2001),p.8.Wages工資

62.5￠Legallyrequiredbenefits(employer’sshareonly)法定福利8.7￠Retirementrelated養(yǎng)老支出 7.3￠Insurancerelated保險(xiǎn)支出 10.5￠Paymentfortimenotworked帶薪休假損失 9.4￠Other其他

1.3￠Total 99.7￠BenefitsExpenditures福利支出8-3EstablishingPayRatesStep1:ThesalarysurveyStep4:PriceEachPayGrade-WageCurvesStep5:Fine-TunePayRatesStep3:GroupSimilarJobsintoPayGradesStep2:JobEvaluation8-3EstablishingPayRatesStep1:Thesalarysurvey-Benchmarking(標(biāo)桿比較)isaprocedurebywhichanorganizationcomparesitsownpracticesagainstthoseofthecompetition.-Thefollowingissuesmustbedeterminedbeforepaysurveysareused:◣Whichemployers(i.e.enterprises)

shouldbeincludedinthesurvey?

◣Whichjobsareincludedinthesurvey?

◣Ifmultiplesurveys(多次調(diào)查)areused,howarealltheratesofpayweighted(賦予權(quán)重)andcombined(合并數(shù)據(jù))?ProductMarket

v.

LaborMarketComparisons

Product-marketcomparisonswillbemoreimportantwhen:-Laborcostsrepresentalargeshareoftotalcosts.-Productdemandiselastic(富有彈性的).-Thesupplyoflaborisinelastic(缺乏彈性的).-Employeeskillsarespecific(特定的)totheproductmarket.

Labor-marketcomparisonswillbemoreimportantwhen:-Attractingandretaining(留住)employeesisdifficult.-Thecostsofrecruitingarehigh.8-3EstablishingPayRatesStep1:Thesalarysurvey

Rateranges(薪資區(qū)間)refertodifferentemployeesinthesamejobthatmayhavedifferentpayrates.

Keyjobsarebenchmarkjobs(基準(zhǔn)職位)thathaverelativelystablecontentandarecommontomanyorganizationssothatmarket-paysurveydatacanbeobtained.

Nonkeyjobsareuniquetoorganizationsandcannotbedirectlyvaluedorcomparedthroughtheuseofmarketsurveys.?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.8-3EstablishingPayRatesStep2:JobEvaluation-Ajobstructurereferstotherelativeworthofvariousjobsintheorganization,basedoninternalcomparisons.-Jobevaluationisanadministrativeprocedurethatmeasuresajob'sworthtotheorganization.

◣Theevaluationprocessiscomposedofcompensablefactors(報(bào)酬要素),whicharethecharacteristicsofjobsthatanorganizationvaluesandchoosestopayfor.

◣Jobevaluatorsoftenapplyaweightingschemetoaccountforthedifferingimportanceofthecompensablefactorstotheorganization.8-3EstablishingPayRatesStep3:GroupSimilarJobsintoPayGrades

-Afterdeterminingtherelativeworthofeachjob，thecommitteegroupsjobsintopaygrades,andthenassignspayratestoeachjob．

-Eveninsmallerorganizations，there’satendencytotrytosimplifywageandsalarystructuresasmuchaspossible.Therefore,thecommitteewillprobablygroupsimilarjobs(intermsoftheirrankingornumberofpoints，forinstance)intogradesforpaypurposes.Insteadofhavingtodealwithhundredsofpayrates，itmightonlyhavetofocuson，say,10or12.

8-3EstablishingPayRatesStep3:GroupSimilarJobsintoPayGrades

-Apaygradeiscomprisedofjobsofapproximatelyequaldifficultyorimportanceasestablishedbyjobevaluation．

-Per“jobcluster”(職位族)(aclusterisalogicalgrouping，suchasfactoryjobs，clericaljobs，andsoon)commonlyincludes10to16grades.8-3EstablishingPayRatesStep4:PriceEachPayGrade—WageCurves

Threepay-settingapproaches:(1)Marketsurveyapproach：Thegreatestemphasisisonexternalcomparisons.Itbasespayonmarketsurveysthatcoverasmanykeyjobsaspossible.(2)Pay-policyline：Amathematicalexpressionthatdescribestherelationshipbetweenajob’spayanditsjobevaluationpoints.(3)Paygrades：Groupingjobsofsimilarworthorcontenttogetherforpayadministrationpurposes.Therangespread(薪資區(qū)間跨度)isthedistancebetweentheminimumandmaximumamountsinapaygrade.8-3EstablishingPayRatesStep4:PriceEachPayGrade—WageCurves

8-3EstablishingPayRatesStep5:Fine-TunePayRates(1)DevelopingPayRanges-Mostemployersdevelopverticalpay(or“rate”)rangesforeachhorizontalpaygrade．Thesepayrangesshowminimum，maximum，andmidpointpayratesforthatgrade，asinthefollowingfigure.-Thereareseveralreasonstousepayrangesforeachpaygrade．First,itletstheemployertakeamoreflexiblestanceinthelabormarket．Second,itletcompaniesprovideforperformancedifferencesbetweenemployeeswithinthesamegradeorbetweenthosewithdifferentseniorities(資歷)．-Thewagelineorcurveusuallyanchorseachpayrange．Thefirmmightthenarbitrarily(任意地)decideonamaximumandminimumrateforeachgrade.8-3EstablishingPayRatesStep5:Fine-TunePayRates(2)CorrectingOut-of-LineRates-Thewagerateforaparticularjobmayfallwelloffthewagelineorwelloutsidetheraterangeforitsgrade,asshowninabove-mentionedfigure.

-Theemployershouldraisethewagesofunderpaidemployeestotheminimumoftheraterangefortheirpaygrade．Pointsfallingaboveareadifferentstory．8-3EstablishingPayRatesStep5:Fine-TunePayRates8-4ProgramsandMethodsCompensationProgramsPricingtheJobJobEvaluation8-4-1CompensationPrograms(1)MeritPay(績效加薪)(2)IndividualIncentives(個(gè)人獎勵)(3)ProfitSharing(利潤分享)(4)Ownership(所有權(quán))(5)Gainsharing(收益分享)(6)GroupIncentives(群體獎勵)andTeamAwards(團(tuán)隊(duì)獎勵)(1)MeritPay(績效加薪)Meritpayprogramslinkperformance-appraisalratingstoannualpayincreases.Ameritincreasegridcombinesanemployee’sperformanceratingwiththeemployee’spositioninapayrangetodeterminethesizeandfrequencyofhisorherpayincreases.Someorganizationsprovideguidelinesregardingthepercentageofemployeeswhoshouldfallintoeachperformancecategory.McGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.(1)MeritPay-Deming,whoisacriticofmeritpay,arguesthatitisunfairtorateindividualperformancebecause"apparentdifferencesbetweenpeoplearisealmostentirelyfromthesystemthattheyworkin,notthepeoplethemselves.”-Criticismsofmeritpayinclude:thefocusonmeritpaydiscouragesteamwork.Themeasurementofperformanceisdoneunfairlyandinaccurately.Meritpaymaynotreallyexist.(2)IndividualIncentives(個(gè)人獎勵計(jì)劃)Individualincentivesrewardindividualperformance,butpaymentsarenotrolledintobasepay,andperformanceisusuallymeasuredasphysicaloutputratherthanbysubjectiveratings.Theyarerelativelyrarebecause:Mostjobshavenophysicaloutputmeasure.Therearemanypotentialadministrativeproblems.Employeesmaydowhattheygetpaidforandnothingelse.Theytypicallydonotfitinwiththeteamapproach.Theymaybeinconsistentwithorganizationalgoals.Someincentiveplansrewardoutputattheexpenseofquality.McGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.(2)IndividualIncentivesplans(個(gè)人激勵計(jì)劃)Piecerateplans計(jì)件工資計(jì)劃(simplestandmostcommon)Straightpiecerate直接計(jì)件工資paysafixedamountperacceptablepieceproducedDifferentialpiecerate差別計(jì)件工資payshigherrateforpiecesproducedPlansbasedontimesaved時(shí)間節(jié)省計(jì)劃Commissionplan傭金計(jì)劃Individualbonuses個(gè)人獎金Suggestionsystems提案制度Incentivesformanagerialpersonnel管理人員獎勵A(yù)nnualbonuses年終獎Longtermperformanceplans績效分享計(jì)劃Stockoptionsformanagerialpersonnel股票期權(quán)計(jì)劃(3)ProfitSharing(利潤分享)Underprofitsharing,paymentsarebasedonameasureoforganizationperformance(profits),andpaymentsdonotbecomeapartofbasepay.Anadvantageisthatprofitsharingmayencourageemployeestothinkmorelikeowners.Thedrawbackisthatworkersmayperceivetheirperformancehaslittletodowithprofitbutismorerelatedtotopmanagementdecisionsoverwhichtheyhavelittlecontrol.McGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.(4)Ownership(所有權(quán)計(jì)劃)Ownershipencouragesemployeestofocusonthesuccessoftheorganizationasawhole,but,likeprofitsharing,maynotresultinmotivationforhighindividualperformance.Onemethodtoachieveemployeeownershipisthroughstockoptions,whichgiveemployeestheopportunitytobuycompanystockatafixedprice.Employeestockownershipplans(ESOPs)areemployeeownershipplansthatgiveemployerscertaintaxandfinancialadvantageswhenstockisgrantedtoemployees.ESOPscancarrysignificantriskforemployees.McGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.(5)Gainsharing(收益分享計(jì)劃)Gainsharingprogramsofferameansforsharingproductivitygainswithemployees,andarebasedongrouporplantperformancethatdoesnotbecomepartoftheemployee’sbasesalary.Conditionsthatshouldbeinplaceforgainsharingtobeeffectiveinclude:managementcommitmenttheneedtochangeoraprocessofcontinuousimprovementmanagement'sacceptanceandencouragementofemployeeinputhighlevelsofcooperationandinteractionemploymentsecurityinformationsharingonproductivityandcostsgoalsettingcommitmentandagreementofallpartiesstandardsthatareunderstandable,fair,andrelatedtoobjectives.McGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.(6)GroupIncentives(群體獎勵計(jì)劃)andTeamAwards(團(tuán)隊(duì)獎勵)GroupincentivestendtomeasureperformaceintermsofphysicaloutputTeamawardplansmayuseabroaderrangeofperformancemeasures.Drawbacksarethatindividual

competitionmaybereplaced

bycompetitionbetweenteams.McGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.8-4-2JobEvaluation(1)ProceduresofJobEvaluationStep1：GatherinformationonthejobsbeingevaluatedStep2：IdentifiesthefactorstobeusedindeterminingtheworthofdifferentjobsStep3：Developingandimplementingaplantoevaluatetherelativeworthofthedifferentjobs8-4-2JobEvaluation(2)--1JobRankingMethodObtainjobinformationSelectratersandjobstoberatedSelectcompensablefactorsRankjobsCombineratings

-rankseachjobrelativetoallotherjobs

8-4-2JobEvaluation(2)--2Jobclassificationmethods(職位分類法):

-managercategorizesjobsintogroupsbasedontheirsimilarityintermsofcompensablefactorssuchasskillsandresponsibility.8-4-2JobEvaluation(2)--3Pointmethod(計(jì)點(diǎn)法):-involvesidentifyingseveralcompensablefactors,eachhavingseveraldegrees,andthenassigningpointsbasedonthenumberofdegrees,tocomeupwithanactualnumberofpointsforeachjob.-SelectionofKeyJobs選擇關(guān)鍵崗位-SelectingCompensableFactors選擇報(bào)酬因素●Skill技能●Responsibility責(zé)任●Workingconditions工作條件-AssigningWeightstoFactors確定因素權(quán)重-AssigningPointstoSpecificJobs確定特定職位點(diǎn)數(shù)SamplePointValues(點(diǎn)值樣本)CompensableMaximumAssignedPointsperDegreeFactorPoints SubfactorsFirstSecondThirdFourthSkill 260 Jobknowledge 35 70 105 140 Experience 20 40 60 80 Initiative 10 20 30 40Effort 240 Physical 20 40 60 80 Mental 40 80 120 160Responsibility 360 Forcompanypolicy 20 40 60 80 Forworkofothers 40 80 120 160 Forgoodwillwith customersandpublic 20 40 60 80 Forcompanycash 10 20 30 40Jobconditions 140 Workingconditions 20 40 60 80 Hazards 15 30 45 60Totalpossiblepoints 1,000PossiblePointTotalsforKeyBankingJobs

銀行關(guān)鍵崗位的因素排序

Job崗位 Points點(diǎn)數(shù)Headteller出納主任980Loanteller貸款出納員900Teller出納員870Secret