罗怡静,劳拉失魂计,你的承诺 歌词
1: Design HRM System设计人力资源管理系统
人力资源管理系统是一个通过提高员工内部满意度、忠诚度，从而提高员工贡献的系统，也称为工作绩效，通过有效的组织和管理，帮助管理者创造价值链利润，降低成本，加速增长（nolte，1994）。人力资源综合管理从人力资源管理的角度解决问题，随着数据的集中，几乎是所有与人力有关的信息，包括组织规划、招聘管理、人事档案、员工离职在岗经验、劳动合同、激励管理等。办公用品、医院保险、流动性管理、培训管理、绩效管理、考勤管理、小时工资、计件工资、宿舍管理、员工自助、审批等。
Human resources management system is a system focused on through the improvement of internal employee satisfaction, loyalty, thus improving the contribution of employees which is also said as work performance, helping managers to create value chain profits through effective organization and management to reduce costs and accelerate growth(Nolte, 1994). Human resources integrated management solve problems from the perspective of human resource management, with the concentration of the data which almost is all the information related to human, including organizational planning, recruitment management, personnel archives, employee turnover on-the-job experience, labor contract, incentive management, office supplies, hospital insurance, mobility management, training management, performance management, attendance management, hourly wages, piece rate, dormitory management, employee self-service, approval and so on.
-A: Rewards 答：奖励
There are seven choices about how rewards are set.关于如何设定奖励，有七种选择。
1. Pay level薪酬水平
有一种方法可以根据工资水平设置奖励。付款延迟、满足和提前三个级别。至于每一个薪酬水平，都有一些职位与之相符。首先，一级滞后的职位主要是通过提供书面电子邮件回复和二级会议的职位来负责更复杂的任务和原始信件或电子邮件回复的组成。最后，三级领导的职位应该能够胜任以上所有工作，而且能够处理任何形式的询问、监督和预算责任（Vaanholt，1995年）。
最重要的是，应强调内外部的公平性。外部公平是每个人在公司的早期都应该得到相同的工资，因为当他或她第一次进入公司时每个人都是相同的，每个人都处于同一水平。内部公平指的是工作评估的公平性（Burack，1992年），这意味着晋升进度应该是平等的，因为每个人都应该获得相同的机会。在工作评估期间不应该有任何偏好。
There is a way to set rewards according to the pay levels. There are three levels of payment—lag, meet and lead. As for every pay level, there are some positions that go with it. First of all, the positions of level one—lag mainly handlebasiccustomercorrespondenceby providing scripted email replies and positions of level two—meet are responsible for more complex tasks and composition of original letters or email replies. Finally, positions of level three—lead are supposed to be able to do all the above and what’s more, have the ability to deal with any form of inquiry, supervisory and have budgetary responsibilities(Vaanholt, 1995).
The most important is that equity of both external and internal should be highlighted. The external equity is that everyone should get the same wage during their early days in the company because everyone is the same when he or she first enters this company and everyone is on the same level. The internal equity points to the equity of job evaluation(Burack, 1992) which means the promotion progress should be equal as everyone should get the same chance. There should not be any preference during job evaluation.
2. Performance‐based pay 绩效工资
Performance‐based pay is also called pay at risk. The risk here simply means the risk of getting paid. There are three levels of payment—none, moderate and extensive. The standard of payment simply is in accordance with every employee’s work performance. If the work was perfectly done, the employee would beyond all questions get paid extensively. If the work was done not so perfectly but not bad though, the employee would not get paid as much as the former but be paid at the moderate level. However, if an employee has done a terrible job and there was nothing good or has not worked up to the least requirement of work, there would be nothing to pay for him or her (Kabst, 2005).
There is one thing to be noticed. The motivate level of payment is able to motivate greatly persistent efforts. People of this middle level of payment should be the majority of the personnel in a company as this group of people have the ability to link all the way through the under employee layer, ordinary employee layer to the managementlayer.
3. Pay Distribution
There is also another way to pay employees. That is to pay in unit of individual, group or organization. There are actually three choices for the executive layers to choose based on the matter of fact. Paying individually means that there is need to evaluate everyone’s work performance and to pay everyone according to their own work performance. What’s more, each employee needs to work independently. Paying in unit of group and organization needs to divide all the employees in the company into different groups or organizations and pay them according to each group or organization’s work performance.
The key of the distribution is to determine what the best way of completing a task is. If this task is better to be accomplished by several independent persons or only one person, then paying employees involved with this task in unit of person is really a good choice. Otherwise, if a task needs to be completed by a group or an organization, then paying in unit of group or organization is better.
4. Person or Position ‐based pay
Payment based on person’s skills or positions is also an aspect to be thought of. Person based pay refers to payment based on person’s own skills. Even though different persons were in the same position, they would not get paid the same if they did not have the same level of skills. Position based pay refers to payment based on positions. Even though different people had obviously different levels of skills, they would get paid exactly the same if they were on the same position.
Person based pay could encourage people to work hard to improve his or her own personal skills in order to get better paid. However, it is not as stable as position based pay. Position based pay is much more stable but not fair enough. Moreover, it is not able to encourage employees to work harder and harder as the former do. Every coin has two sides and the most important is to make the full use of each side of the coin according to the face of the time.
5. Seniority‐based pay
Pay based on the length of the service or performance is another consideration. Normally speaking, paying based on the length of the service usually has problems with work effectiveness and quality emphasis. But this guarantees people to stay for longer time.
6. Benefit system
Except for wages, benefit is also an important consideration for people to choose a better work place. Benefit system can divide into two kinds: flexible and fixed.
Usually, most companies like to choose flexible benefit, because flexibility has the ability to boost attractiveness of rewards which is very good for attracting applicants as well as internal staffing orientation.
Possibly stagger benefit eligibility could also encourage retention and benefit entitlement could correspond with payment levels.
7. Benefit level
As for the benefit level, there are also three levels—lag, meet and lead, just like the pay level. Just like every pay level that there are some positions that go with it, there are also some performances that go with each benefit level. Undoubtedly, there are good work performances as well as bad performances. Good work performances go with the lag level and bad performances go with the lead level. As for the moderate work performances, they go with the meet level out of question.
Just as the same way as the pay level, the majority of employees of the benefit level is the meet level. This level of benefit has the most potential to encourage workers’ commitment and loyalty. And make the fullest use of the cost to the most effective way. This level can also link staying with the firm to valued outcomes making the best use of the cost.
– B: Staffing
8. Career system orientation
There are two kinds of career source. The internal way means recruiting employees from inside and make promotion from within. On the opposite, the external way means hiring people when they are needed, like putting out an advertisement when a position is available and choose the best suited man for this position from the applicants.
There is something that needs to be noticed. Making promotion from inside requires plenty of staff and abundant labor supply. If there are not enough people in a company, there is no way to avoid hiring people from the working market. Also, to guarantee the quality of the recruitment, high pay at start is necessary. It is very good for attracting high educated and knowledgeable people. And make promotion from the inside can greatly reduce labor costs as they progress through higher levels. Of course, people who get promoted get paid according to both their work performance and position. That is also a way to maintain high quality of their staff. |
