人力资源有关讲义.ppt

CompensationManagementToolsandTechniques,LeeKokWaiLectures4and5,StrategicPartner,AdministrativeExpert,EmployeeRelationsExpert,ChangeAgent,HR’s4Rolesorinter-companycoordinationofatacticalfunctionIV.Broad–Integrationofthemajorfunctionsinanoperatingcompany;orgroup-widecoordinationofastrategicfunctionaffectingpolicyationV.Total–Themanagementofstrategicfunctionsandpolicyation,TheGuide-ChartProfileKnow-How,HumanRelationsSkills1.Basic–Ordinarycourtesyandeffectivenessindealingwithothers2.Important–Understandingandinfluencingpeople,importantbutnotover-ridingconsiderations3.Over-riding–Skillsindevelopingandmotivatingpeopleareover-ridingconsiderations,TheGuide-ChartProfileKnow-How,TheGuide-ChartProfileKnow-How,Guide-ChartProfileProblemSolving,WhatisProblemSolvingTheuseofKnow-Howrequiredbythejobtoidentify,define,andresolveproblems.“Youthinkwithwhatyouknow.”Thisiseventrueforthemostcreativework.Therawmaterialofanythinkingisknowledgeoffacts,principlesandmeans.Forthatreason,ProblemSolvingismeasuredasapercentageofKnow-How.ProblemSolvinghastwodimensionsTheenvironmentinwhichthethinkingtakesplaceThechallengepresentedbythethinkingtobedone,TheGuide-ChartProfile–Problem-Solving,ThinkingEnvironmentA.Detailedrulesand/orrigidsupervisionB.Standardinstructionsand/orcontinuousclosesupervisionC.Well-definedprocedures,somewhatdiversifiedand/orsupervisedD.Substantiallydiversifiedestablishedcompanyprocedures,andgeneralsupervisionE.Clearlydefinedcompanypolicies,principlesandspecificobjectivesunderreadilyavailabledirectionF.Broadpoliciesandobjectives,undergeneraldirectionG.Generalpolicies,principlesandgoalsunderguidanceH.Businessphilosophyand/orprinciplescontrollinghumanaffairs,TheGuide-ChartProfile–Problem-Solving,ThinkingChallengeI.Repetitive–IdenticalsituationsrequiringsolutionbysimplechoiceofthingslearnedII.Patterned–SimilarsituationsrequiringsolutionbydiscriminatingchoiceofthingslearnedIII.Variable–Differingsituationsrequiringsearching,findingandselectingsolutionswithintheareaofthingslearnedIV.Adaptive–Situationsrequiringanalyticalinterpretiveand/orconstructivethinking.JudgmentisrequiredV.Creative–Novelornon-recurringpath-findingsituationsrequiringthedevelopmentofnewconceptsandimaginativeapproaches,Guide-ChartProfileAccountability,WhatisAccountabilityTheanswerabilityforactionandfortheconsequencesthereof.Itisthemeasuredeffectofthejobonendresultsoftheorganization.IthasthreedimensionsFreedomtoAct-istheextentofpersonal,procedural,orsystematicguidanceorcontrolofactionsinrelationtotheprimaryemphasisofthejobJobImpactonEndResults–istheextenttowhichjobcandirectlyaffectsactionsnecessarytoproduceresultswithinitsprimaryemphasis.Magnitude–istheportionofthetotalorganizationencompassedbytheprimaryemphasisofthejob.Thisisusuallybutnotnecessarily,reflectedbytheannualrevenueorexpensedollarsassociatedwiththeareainwhichthejobhasitsprimaryemphasis.,TheGuide-ChartProfile-Accountability,FreedomToActA.Prescribed–Directanddetailedinstructions,andclosesupervisionB.Controlled–EstablishedworkroutinesandclosesupervisionC.Standardised–Standardisedpracticesandprocedures,generalworkinstructionsandsupervisionofprogressandresultsD.Generallyregulated–PracticesandprocedureswhichhaveclearprecedentsE.Directed–BroadpracticeandprocedurescoveredbyfunctionalprecedentsandpoliciesandmanagerialdirectionF.OrientedDirection–Functionalpoliciesandgoals,andgeneralmanagerialdirectionG.SeniorGuidance–InherentlyandprimarilytodirecttopmanagementguidanceH.OwnershipGuidance–Onlytoownershipreviewandpublicrecreation,ImpactI.VerySmallunderUS1MII.SmallBetweenUS1MtoUS10MIII.MediumBetweenUS10MtoUS100MIV.LargeMorethanUS100M,TheGuide-ChartProfile-Accountability,Environment1.Remote–Givinginationonotherincidentalservicesforusebyothersinvolvedintheaction2.Contributory–Interpreter,advisoryorfacilitatingservicestothoseinvolvedintheaction3.Shared–Participatingwithothersexceptsuperiorsandsubordinatesintakingaction4.Prime–Whollyresponsible,withlittleornosharedresponsibility,TheGuide-ChartProfile-Accountability,SalarySurveybasedonHay,SalarySurveybasedonHay,Internalequity,Externalequity,Employeeequity,Administration,Concepts,,CompensationTechniques,,Planning,Budgeting,Monitoring,uating,,JobAnalysis,JobDescription,Jobuation,JobGrades,,MarketDefinitions,SalarySurveys,PolicyLines,PayStructures,,SeniorityIncreases,Peranceuation,IncreaseGuidelines,CompensationObjectives,Roleclarityandaccountability.Facilitatesadministrationandperancemanagement.Competitivewagepoliciesandpractices.Influenceemployees’workattitudesandbehaviour.Attracttalents.Retaintalents.Motivateemployees.Complywithregulations.Consistencyinpolicyadministration.,TheStrategicCompensationModel,,,CompensationManagement,ThefundamentalsofsalaryadministrationSalaryadministrationisconcernedwithdecidinghowandwhatstaffshouldbepaidandwiththetechniquesandproceduresfordesigningandmaintainingsalarystructures,rewardingstaffandrcisingsalarycontrol.,AimsOfSalaryAdministration,Thebasicaimsofsalaryadministrationaretoattract,retainandmotivatestaffbydevelopingandmaintainingacompetitiveandequitablesalarystructure.Toensurethatasufficientnumberofsuitablestaffisattractedtojointheorganization;Toencouragesuitablestafftoremainwiththeorganization;Todevelopandmaintainalogicalsalarystructurewhichachievesequityinthepayforjobsofsimilarresponsibilityandconsistencyinthedifferentialsbetweenjobsinaccordancewiththeirrelativues;Toensurethatsalarylevelsmatchmarketrates;Tokeepthesalarylevelsadjustedinlinewithincreasesinthecostofliving;,AimsOfSalaryAdministration,Tomaintainconsistencyinsusedtofixandreviewsalarylevelsanddifferentials;Toprovideforprogressionwithinthesalarystructureinaccordancewithperanceandlevelofresponsibility;Tooperatethesalarysystemfairlyandconvincethestaffthatthesystemisfair;Tomaintainaflexiblesalarysystemwhichwillaccommodatechangesinthemarketratesfordifferentskillsandinthecompany’sorganizationstructure;Toachievesimplicityinoperationsasanaidtostaffunderstandingandtominimizeadministrativeeffort;Tooperateeffectivesystemsofcontrollingsalarycostsandtheadministrativeproceduresrequiredtoachievetheaboveaimsattheleastcosttotheorganization.,ComponentsOfSalaryAdministration,Thestartingpointofsalaryadministrationisthedeterminationofsalarylevelsbyjobuation.Thereafter,salaryadministrationisconcernedwithThedesignandmaintenanceofsalarystructures;Theoperationofsalaryprogressionsystems;Theadministrationandcontrolofsalaryreviews;Thedesignandoperationofbonusschemes;Theprovisionofemployeebenefitsandotherallowances;Thedevelopmentofatotalremunerationpolicy.,CompensationToolsandTechniques,PayStructureSalaryStructurePeranceRelatedPayMeritPaymentSchemeIncentiveSchemeBenefitPoliciesSalaryReviewGuidelinesCompa-ratioSalaryProblems,CriteriaforPayStructures,Beappropriatetotheneedsoftheorganization,intermsofits-culture,sizeandthedegreeinwhichchangestakeplace-needforflexibility-typeandlevelofemployeestobecoveredBeflexibleinresponsetointernalandexternalpressures,especiallythoserelatedtomarketratesandskillshortages.Providescopeforrewardinghigh-flyerswhilestillprovidingappropriaterewardsforthemajorityofemployees.Ensurethatrewardsaregiveninlinewithperancesandachievements.Provideabasisforcareerplanningwhichwillmotivateambitiousemployeeswithhighpotential.Facilitateconsistencyinthetreatmentofvaryinglevelsofresponsibilityandperance.,GradedSalaryStructures,Alljobsareallocatedintosalarygradewithinthestructureonthebasisofanassessmentoftheirinternalandexternalvaluetotheorganization.Eachsalarygradeconsistsofasalaryrangeorband.Thejobsallocatedtoasalarygradeareassumedtobebroadlyofthesamelevel–normallythesameminimumandmaximumrates,whichcorrespondwithgradeboundaries.,GradedSalaryStructures,Atypicalgradedstructureconsistsofasequenceofsalarygradesorranges,eachofwhichhasadefinedminimumandmaximum.Itisassumedthatallthejobsallocatedintoagradearebroadlyofthesamue,althoughactualsalariesearnedbyindividualswilldependontheirperanceorlengthofservice.Acrosstheboardcostoflivingormarketrateincreaseswillusuallyresultinanincreasetotheminimaandmaximaofeachgrade.Allthejobsinanorganizationmaybecoveredbythesamestructureofsalaryrangesortheremaybedifferentstructuresfordifferentlevelsorcategoriesofjobs.,Make-upofaSalaryGrade,Abasicprincipleofasalarystructureisthatindividualsadvancethroughthestructureeitherbyprogressingwithinthesalarygradeforthejobastheyimprovetheirperance,orbypromotion.Inthesimpleststructure,peoplemovemoreorlesssteadilyfromtheentrypointofthegradewithmightbeabovetheminimumiftheyhavealreadygainedrelevantexperienceelsewhereorwithinthefirmtotheupperlimit,unlesstheymovetoahighergrade.Itispossible,however,todistinguishthreestagesintowhichthisprogressionisdivided,andforsalaryadministrationpurposesitishelpfultodividethegradeintothreezoneswhichcorrespondtothesestages.,SalaryStructureRatio,SalaryStructureRatio,SalaryStructureDispersion,SalaryStructureDispersion,Thelearningzonecoverstheperiodwhenapersonisonhis‘learningcurve’,familiarizinghimselfwiththeknowledgeandskillsrequiredifheistobecomefullycompetent.Thelengthoftimetogothroughthiszonewillvaryaccordingtotheindividual’sexperience,competenceandabilitytolearn.Itwouldbeacceptedthatsomeonemightentertherangeatanypointinthiszone,frombottomtotop,dependingonexperience.,TheLearningZone,Thequalifiedzonecoverstheperiodwhenthejobholdercontinuestoincreasehiscapacitytodotheworkandtoimprovehisperance.Theminimumsalaryinthiszoneshouldbethemarketrateforthejob,sofarasthiscanbeascertained,theassumptionbeingthatthemarketrateisthesalarylevelrequiredtoattractacompetentindividualfromanotherjobtojointhecompany.Themid-pointinthiszone,whichisalsothemid-pointofthegrade,isthesalarylevelwhichallcompetentemployeeswouldbeexpectedtoachieve.Thisisabovethemarketrateinordertoretaintheseindividuals.Anemployeewhoisnomorethancompetentcouldstopatthispoint,butmostwouldcontinuetoadvanceuntiltheyreachthetopofthequalifiedzone,whichwouldberegardedasthenormalmaximumforthejob.Manysuchemployeeswouldinanycasebepromotedtoahighergradebeforetheyreachtheupperlimitofthiszone.,TheQualifiedZone,Thepremiumzoneisreservedforthoseemployees,especiallyinthehighergradejobs,whoachieveexceptionalresultsbutforwhomsuitablepromotionopportunitiesdonotexist.Thiszoneenablesoutstandingstafftobegivenadditionalrewardsandencouragement.Insomesalarystructures,thepublishedsalarygradesforeachjobonlycoverthelearningandqualifiedzones,thepremiumzonebeingreservedforuseinspecialcases.Progressionthroughthatzonewouldnotberegardedasnormalbymanagementorstaff.,ThePremiumZone,Make-upofaSalaryRange,RelationshipsBetweenGrades,,,20,20,GradedSalaryStructures,Therangemaybedefinedintermsofthedifferencebetweenthelowestandhighestpointsintherange,usingtheminimumastheanchorMaxminratioMinMidpointMaxMaxmin20,00024,00030,00015020,00025,00032,00016020,00026,00034,000170Alternatively,therangemaybedefinedasapercentageofthemidpointusingthemidpointastheanchorSalarydispersionMinMidpointMaxDispersionMaxPoint100PointRatio20,0008025,00010030,000120201.5018,7507525,00010031,250125251.6717,5007025,00010032,5000130301.85,Themidpointoftherangeisregardedasthe“targetsalary”forthegrade,whichwouldbetheaveragesalaryofthestaffinthegrade.ThetargetsalaryisthesalarythatyouwillpaytoafullycompetentprofessionaldoingthejobonthatgradeThemidpointisusuallyalignedtothemarketratesforjobsinthegrade.Thesalarypolicyoftheorganizationdetermineswhetherthemidpointisequatedtothemedianmarketrateorwhetheritisrelatedtoanotherpoint.egupperquartile,GradedSalaryStructures,Therateofsalaryprogressionthrougharangeisdetermineby-timeorlengthofserviceserviceincrements-individualperancevariableormeritincrementsThenumberofsalaryrangesrequireddependon-theupperandlowersalarylevelsofthejobstobecoveredbythestructure,whichgivetheoverallrangeofsalarieswithinwhichtheindividualsalaryrangeshavetobefitted-thenumberofdistinctlevelsofresponsibilityinthehierarchywhichneedstobecateredforbyseparategrades-thesizeofthedifferentialsbetweeneachsalaryrange.,GradedSalaryStructures,GradedSalaryStructures,Thereisadifferentialbetweenthemidpointsofeachsalaryrangewhichprovidesadequatescopeforrewardingincreasedresponsibilityonpromotion.Itdoesnotcreatetoowideagapbetweenadjacentgradesorreducetheamountofflexibilityavailableforgradingjobs.Thesalaryrangesaresufficientlywidetoallowrecognitionofthefactthatpeopleinsamejobgradecanperdifferently,fromsatisfactoryperancetooutstandingperance.Thereisanoverlapbetweentwoconsecutivesalarygradeswhichacknowledgesthatanexperiencedpersonshouldbeofmorueonthecurrentgradethananewcomerinthenexthighergrade.,DesigningtheSalaryStructure,Step1Conductmarketratesurveysforexistingjobs.Reviewexistingsalarystructuresanddifferentialsbetweenthesalarylevelsofthemostseniorandjuniorjobstobecoveredbythenewstructure.Identifykeyproblemareasifanyinexistingstructures.Step2Conductanupdateofthejobuationrcise,takingintoconsiderationallchangestojobssincethelastjobuationreviewStep3Obtainmarketratedatafortheuatedjobs,bearinginmindthatthereislikelybearangeofmarketratesratherthanaprecisefigure.Preferablythemarketratedatashouldbebasedonasimilarjobuationsystemforcomparability.,DesigningtheSalaryStructure,Step4Drawupasalarygradestructurebetweentheupperandlowerlimits,accordingtopoliciesfordifferentials,thewidthofsalarygradesandthesizeofoverlapbetweentwoconsecutivegrades.Step5Slotalljobsintogradestructureinaccordancewiththeresultsofboththejobuationsandthemarketratesurveys.Step6Identifyallcasesthatarebelowthesalaryrangeandcasesthathaveexceededthesalaryrangemax-outcasesandreviewtheirjobuationscoresandgrades,AdvantagesofGradedStructures,Therelativelevelsofjobsindifferentfunctionscanbereadilyassessedandrecognized.Consistentsofgradingjobsandestablishingdifferentialsbetweenthemcanbemaintained.Awell-definedandcomprehensibleframeworkexistswithinwhichsalaryandcareerprogressioncanbeplannedandcontrolled.Bettercontrolcanbercisedoversalariesfornewhires,meritincrementsandpromotionincreases.Gradedstructuresfacilitateorder,consistencyandcontrol.,DisadvantagesofGradedStructures,Itcanbeinflexibleattimes,unlessperiodicreviewiscarryoutevery3yearsorso.Fixedgradesmakeitmoredifficulttoaccommodatethemanychangestowhichrewardstructuresaresubjectbecauseofinternalandexternalpressures.Thesortofpeopletheyemploycannotbeconfinedwithinrigidrangeboundaries,unlessincentiveschemesareavailable.Itbringspeopletothetopoftherangebarrierswheretheybecomestuckiftherearenoopportunitiesforpromotiontothenextgrade.,KeytopicscoveredMinimumPointofSalaryRangeMaximumPointofSalaryRangeEntryPointfornewstaffAnnualincrementsSalaryadjustmentsPromotionincrementsLumpsumpaymentsIncentiveschemesFlexiblebenefits,SalaryAdministration,60,,,CurrentandProposedSalaryStructureMidpoints,MarketAverage,andCompanyAverageSalary,JobGradesorwheretheadoptionofothernewandkeyvaluesshouldberewarded.Discrimi