《新酬管理-工具和技术（英文）2（PPT30页）》由会员分享，可在线阅读，更多相关《新酬管理-工具和技术（英文）2（PPT30页）（30页珍藏版）》请在金锄头文库上搜索。
1、Salary Survey based on Hay MethodHay Point RangeUpper Quartile (Q3) Salary Formula200 - 300144.89 * HP - 1648301 - 400165.55 * HP - 7845401 - 500195.67 * HP - 19,893501 - 600176.16 * HP - 10,140601 - 700194.51 * HP - 21,145701 - 800168.63 * HP - 3029InternalequityExternalequityEmployeeequityAdminist
2、rationConceptsCompensation TechniquesPlanning, Budgeting, Monitoring, EvaluatingJobAnalysisJobDescriptionJobEvaluationJobGradesMarketDefinitionsSalarySurveysPolicyLinesPayStructuresSeniorityIncreasesPerformanceEvaluationIncreaseGuidelinesCompensation ObjectivesRole clarity and accountability.Facilit
3、ates administration and performance management.Competitive wage policies and practices.Influence employees workattitudes and behaviour.Attract talents.Retain talents.Motivate employees.Comply with regulations.Consistency in policyadministration.The Strategic Compensation ModelCompensation Management
4、The fundamentals of salary administrationSalary administration is concerned with deciding how and what staff should be paid and with the techniques and procedures for designing and maintaining salary structures, rewarding staff and exercising salary control.Aims Of Salary AdministrationThe basic aim
5、s of salary administration are to attract, retain and motivate staff by developing and maintaining a competitive and equitable salary structure.q To ensure that a sufficient number of suitable staff is attracted to join the organization;q To encourage suitable staff to remain with the organization;q
6、 To develop and maintain a logical salary structure which achieves equity in the pay for jobs of similar responsibility and consistency in the differentials between jobs in accordance with their relative values;qTo ensure that salary levels match market rates;qTo keep the salary levels adjusted in l
7、ine with increases in the cost of living;Aims Of Salary AdministrationqTo maintain consistency in methods used to fix and review salary levels and differentials;qTo provide for progression within the salary structure in accordance with performance and level of responsibility;qTo operate the salary s
8、ystem fairly and convince the staff that the system is fair;qTo maintain a flexible salary system which will accommodate changes in the market rates for different skills and in the companys organization structure;qTo achieve simplicity in operations as an aid to staff understanding and to minimize a
9、dministrative effort;qTo operate effective systems of controlling salary costs and the administrative procedures required to achieve the above aims at the least cost to the organization.Components Of Salary AdministrationThe starting point of salary administration is the determination of salary leve
10、ls by job evaluation. Thereafter, salary administration is concerned with:q The design and maintenance of salary structures;qThe operation of salary progression systems;qThe administration and control of salary reviews;qThe design and operation of bonus schemes;qThe provision of employee benefits an
11、d other allowances;qThe development of a total remuneration policy.Compensation Tools and TechniquesqPay StructureqSalary StructureqPerformance Related PayqMerit Payment SchemeqIncentive SchemeqBenefit PoliciesqSalary Review GuidelinesqCompa-ratioqSalary ProblemsCriteria for Pay StructuresqBe approp
12、riate to the needs of the organization, in terms of its:- culture, size and the degree in which changes take place- need for flexibility- type and level of employees to be coveredqBe flexible in response to internal and external pressures, especially those related to market rates and skill shortages
13、.qProvide scope for rewarding high-flyers while still providing appropriate rewards for the majority of employees.qEnsure that rewards are given in line with performances and achievements.qProvide a basis for career planning which will motivate ambitious employees with high potential.qFacilitate con
14、sistency in the treatment of varying levels of responsibility and performance.Graded Salary StructuresqAll jobs are allocated into salary grade within the structure on the basis of an assessment of their internal and external value to the organization.qEach salary grade consists of a salary range or
15、 band.qThe jobs allocated to a salary grade are assumed to be broadly of the same level normally the same minimum and maximum rates, which correspond with grade boundaries.Graded Salary StructuresA typical graded structure consists of a sequence of salary grades or ranges, each of which has a define
16、d minimum and maximum. It is assumed that all the jobs allocated into a grade are broadly of the same value, although actual salaries earned by individuals will depend on their performance or length of service. Across the board cost of living or market rate increases will usually result in an increase to the minima and maxima of each grade. All the jobs in an organization may be covered by the same structure of salary ranges or there may be different structures for different levels or categories
