[英文版]人力资源管理概论-Compensating-Employees8(ppt-89页).ppt

2When you finish studying this chapter, you should be able to: Explain each of the five basic steps in establishing pay ratesDiscuss four basic factors determining pay ratesCompare and contrast piecework and team or group incentive plansList and describe each of the basic benefits most employers might be expected to offer 3Pay FactorsLegalUnionPolicyEquity 4Some Important Compensation Laws Fair Labor Standards Act - contains minimum wage, maximum hours, overtime pay, equal pay, record-keeping, and child labor provisions covering the majority of U.S. workers5Some Important Compensation LawsEqual Pay Act - employees of one sex may not be paid wages at a rate lower than that paid to employees of the opposite sex for doing roughly equivalent work 6Some Important Compensation LawsTitle VII of the Civil Rights Act makes it an unlawful practice for an employer to discriminate against any individual7Some Important Compensation LawsAge Discrimination in Employment ActAmericans with Disabilities Act Family and Medical Leave Act 8How Unions Influence Compensation Decisions National Labor Relations Act (NLRA) of 1935 granted employees the right to organize and to bargain collectively 9Equity and Its Impact on Pay RatesExternal Equity - pay must compare favorably with rates in other companies, or an employer will find it hard to attract and retain qualified employees 10Equity and Its Impact on Pay RatesInternal Equity - Each employee should view his or her pay as equitable given other employees pay in the organization 11How Employers Establish Pay Rates Conduct a salary surveyEmployee committee determines the worth of each jobGroup similar jobs into pay grades Price each pay grade by using wage curves Develop rate ranges 12Step 1: Conduct the Salary Survey Salary (or compensation) surveysformal or informal surveys of what other employers are paying for similar jobs Collect data on benefits13http:/stats.bls.gov14Step 2: Determine the Worth of Each Job Job evaluation - formal and systematic comparison of jobs to determine the worth of one job relative to another Compensable factors - factors that determine your definition of job content, establish how the jobs compare to each other, and set the compensation paid for each job 15Job Evaluation Methods Ranking method - ranks each job relative to all other jobs Job classification - manager categorizes jobs into groups based on their similarity in terms of compensable factors such as skills and responsibility 16Ranking Method of Job EvaluationObtain job informationSelect raters and jobs to be ratedSelect compensable factorsRank jobsCombine ratings17Job Evaluation Methods Point method - involves identifying several compensable factors, each having several degrees, and then assigning points based on the number of degrees, to come up with an actual number of points for each job18Step 3: Group Similar Jobs into Pay Grades Pay grade comprises jobs of approximately equal difficulty or importance as determined by job evaluation 19Step 4: Price Each Pay GradeWage Curves Wage curve - shows the average pay rates currently being paid for jobs in each pay grade20Step 5: Develop Rate Ranges May be 10 levels or steps and 10 corresponding pay rates within each pay grade 21Pricing Managerial and Professional Jobs Emphasize non-quantifiable factors such as judgment and problem solving Tendency is to pay managers and professionals based on their performance 22Pricing Managerial and Professional JobsFour main components: Base salary Short-term incentives Long-term incentives Executive benefits and perks23Current Trends in Compensation CompetencySkill-Based Pay Employee is paid for the range, depth, and types of skills and knowledge he is capable of 24Current Trends in CompensationSkill-based pay programs Employer defines specific skills, and has a method for determining the persons pay based on his or her skill competencies25Current Trends in CompensationBroadbanding Collapsing salary grades and ranges into just a few wide levels or bands, each of which contains a relatively wide range of jobs and salary levels 26The “New Pay”Employers want to ensure that their compensation plans add value in terms of achieving the firms strategic goals27Insert Figure 7.528Incentive Plans Individual incentive programs give performance-based pay to individual employees who meet their individual performance standardsVariable pay refers to group pay plans that tie payments to productivity 29Incentive PlansPiecework - Pay is tied directly to what the worker produces 30Team or Group Incentive Plans Tying team performance to the companys strategic goals Main disadvantage is that each workers rewards are not based just on his own efforts 31Incentive PlansStock option - the right to purchase a specific number of shares of company stock at a specific price during a period of time 32Incentives for Salespeople Most companies pay their salespeople a combination of salary and commissionsTypically a 70% base salary/30% incentive mix 33Recognized-Based AwardsStudies show that recognition has a positive impact on performance, either alone or in conjunction with financial rewards34Online Award ProgramsRecognition programs are expensive to administerFirms partner with online incentive firms to expedite 36Incentive PlansMerit pay, (merit raise) - any salary increase awarded to an employee based on his or her individual performance Profit-sharing plan - most employees receive a share of the companys annual profits 37Incentive PlansEmployee stock ownership plan (ESOP), a corporation contributes shares of its own stockor cash to be used to purchase such stockto a trust established to purchase shares of the firms stock for employees 38Incentive PlansGainsharing plans - want to encourage improved employee productivity by sharing resulting financial gains with employees 39Scanlon PlanPhilosophy of CooperationIdentityCompetenceInvolvement SystemSharing of Benefits Formula40Earnings-at-Risk Pay PlansSome portion of employees base salary is at risk41Technology and Incentives Enterprise Incentive Management (EIM) software is used to automate the planning and management of incentive plans42http:/ 43Employee Benefits Benefits - defined as all the indirect monetary and non-monetary payments an employee receives for continuing to work for the company44Pay for Time Not WorkedSupplemental Pay Benefits holidays, vacations, sick leave and jury duty45Pay for Time Not WorkedSeverance Pay a one-time separation paymentWorker Adjustment and Retraining Act of 198946Insurance BenefitsWorkers Compensation aimed at providing sure, prompt income and medical benefits to work-related accident victims or their dependents47Insurance BenefitsCOBRA Comprehensive Omnibus Budget Reconciliation Act requires most employers to make available to terminated employees continued health benefits for a period48Retirement Benefits Social Security Retirement benefitsDeath benefitsDisability payments49Pension PlansDefined Benefit pension plan contains a formula for determining retirement benefits so that the actual benefits to be received are defined ahead of time 50Pension PlansDefined Contribution plan specifies what contribution the employer will make to a retirement or savings fund set up for the employee 51Employee Service BenefitsEmployee Assistance Programs (EAPs) - formal employer program for providing employees with counseling and advisory services52Employee Service BenefitsFlexible benefits plans - initially called cafeteria plans because employees could spend their benefits allowances on a choice of benefits options 53Employee LeasingLeasing firm becomes the legal employer and handles all employee-related paperwork54Employee Safety and Health55Occupational Safety LawOccupational Safety and Health Act The law passed by Congress in 1970 “to assure so far as possible every working man and woman in the nation safe and healthful working conditions and to preserve our human resources.”Occupational Safety and Health Administration (OSHA) The agency created within the Department of Labor to set safety and health standards for almost all workers in the United States.56OSHA Standards and Record KeepingOSHA standards General industry standards, maritime standards, construction standards, other regulations and procedures, and a field operations manual.Record keeping Employers with 11 or more employees must maintain records of, and report, occupational injuries and occupational illnesses. Occupational illness Any abnormal condition or disorder caused by exposure to environmental factors associated with employment.57OSHA Standards ExamplesFigure 161 Guardrails not less than 2 4 or the equivalent and not less than 36 or more than 42 high, with a midrail, when required, of a 1 4 lumber or equivalent, and toeboards, shall be installed at all open sides on all scaffolds more than 10 feet above the ground or floor. Toeboards shall be a minimum of 4 in height. Wire mesh shall be installed in accordance with paragraph a (17) of this section.Source: General Industry Standards and Interpretations, U.S. Department of Labor, OSHA (Volume 1: Revised 1989, Section 1910.28(b) (15), p. 67.58What Accidents Must Be Reported Under the Occupational Safety and Health Act (OSHA)Figure 162 59Form Used to Record Occupational Injuries and IllnessesFigure 163 Source: U.S. Department of Labor.60OSHA Inspection PrioritiesInspections of imminent danger situationsInspections of catastrophes, fatalities, and accidents that have already occurredInspections related to valid employee complaints of alleged violation standards.Periodic, special-emphasis inspections aimed at high-hazard industries, occupations, or substances.Random inspections and reinspections.61Conduct of OSHA InspectionsOSHA officer arrives at the workplace.He or she displays official credentials and asks to meet an employer representative.The officer explains the visits purpose, the scope of the inspection, and the standards that apply.An authorized employee representative accompanies the officer during the inspection.The inspector can also stop and question workers (in private, if necessary) about safety and health conditions.The inspector holds a closing conference with the employers representative to discuss apparent violations which may result in a citation and penalty.At this point, the employer can produce records to show compliance efforts.62Citations and PenaltiesCitation A summons informing employers and employees of the regulations and standards that have been violated in the workplace.Penalties Are calculated based on the gravity of the violation and usually take into consideration factors like the size of the business, the firms compliance history, and the employers good faith.63Most Frequently Cited OSHA Standards: The Top 10 for 2002Figure 164 Note:Data shown reflect Federal OSHA citations issued during the period October 2001 through September 2002. Penalty amounts represent the assessment for the specified citation as of November 2002, taking into consideration all settlement adjustments.Standard Subject No. of Citations1926.451 Scaffolding, General Requirements 8,4231910.120 Hazard Communication 6,951 1926.501 Fall Protection 5,4611910.134 Respiratory Protection 4,2501910.147 Lockout/Tagout 3,9731910.305 Electrical, Wiring Methods 3,2021910.212 Machines, General Requirements 2,8781910.178 Powered Industrial Trucks 2,5741910.303 Electrical Systems Design 2,2911910.219 Mechanical Power-Transmission Apparatus 2,088Source: James Nash, “Enforcement: Scaffolding Is Still No. 1,” Occupational Hazards Jan. 2003, p. 14.64Inspection GuidelinesInitial Contact Refer the inspector to the companys OSHA coordinator. Check the inspectors credentials. Ask the inspector why he or she is inspecting the workplace: Complaint? Regular scheduled visit? Fatality or accident follow-up? Imminent danger? If the inspection stems from a complaint, you are entitled to know whether the person is a current employee, though not the persons name. Notify your counsel, who should review all requests for documents and information, as well as documents and information you provide.65Inspection Guidelines (contd)Opening Conference Establish the focus and scope of the planned inspection. Discuss the procedures for protecting trade secret areas. Show the inspector you have safety programs in place. He or she may not go to the work floor if paperwork is complete and up to date.66Inspection Guidelines (contd)Walk-around inspection Accompany the inspector and take detailed notes. If the inspector takes a photo or video, you should, too. Ask for duplicates of all physical samples and copies of all test results. Be helpful and cooperative, but dont volunteer information. To the extent possible, immediately correct any violation the inspector identifies.67Responsibilities and Rights of EmployersEmployer responsibilities To meet the duty to provide “a workplace free from recognized hazards.” To be familiar with mandatory OSHA standards. To examine workplace conditions to make sure they conform to applicable standards.Employer rights To seek advice and off-site consultation from OSHA. To request and receive proper identification of the OSHA compliance officer before inspection. To be advised by the compliance officer of the reason for an inspection.68Responsibilities and Rights of EmployeesEmployee responsibilities To comply with all applicable OSHA standards To follow all employer safety and health rules and regulations. To report hazardous conditions to the supervisor.Employee rights The right to demand safety and health on the job without fear of punishment.OSHA cannot cite employees for violations of their responsibilities.69Dealing with Employee ResistanceThe employer is liable for any penalties that result from employees noncompliance with OSHA standards. Ways to gain compliance Bargain with the union for the right to discharge or discipline an employee who disobeys an OSHA standard. Establish a formal employer-employee arbitration process for resolving OSHA-related disputes. Use positive reinforcement and training for gaining employee compliance.70OSHA Safety PosterFigure 165 7110 Ways To Get into Trouble with OSHAIgnore or retaliate against employees who raise safety issues.Antagonize or lie to OSHA during an inspection.Keep inaccurate OSHA logs and have disorganized safety files.Do not correct hazards OSHA has cited you for and ignore commonly cited hazards.Fail to control the flow of information during and after an inspection.Do not conduct a safety audit, or identify a serious hazard and do nothing about it.Do not use appropriate engineering controls.Do not take a systemic approach toward safety.Do not enforce safety rules.Ignore industrial hygiene issues.72What Causes Accidents?Unsafe conditions Improperly guarded equipment Defective equipment Hazardous procedures in, on, or around machines or equipment Unsafe storagecongestion, overloading Improper illuminationglare, i