美国研究生课程-薪酬管理-策略薪酬优秀PPT.pptx

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1、Session 2Strategic CompensationChapter 1Learning Exercise#1 ResultsAcademic Standing:Graduate Level 7 Seniors 10 Juniors 6Majors:Labor&Employee Relations 13 Health Policy&Admin.1 HRER Employee Relations 6 Political Science 1 Sociology 1 Psychology 1Class DemographicsStudents by State or CountryChina

2、AustraliaLuxembourg111111413Learning Exercise#1 ResultsLearning Exercise#1 ResultsLearning Exercise#1 Proposed ResultsSalary Information Source-Bloomberg Businessweek,September 13-19,2010Learning ObjectivesBasic compensation conceptsHistorical perspectiveStrategic verses tactical compensation.Compen

3、sation within HRCompensation stakeholders.Intrinsic:intrinsic compensation represents employees critical psychological states that result from performing their jobs.Extrinsic:extrinsic compensation includes both monetary and nonmonetary rewards.Basic Compensation ConceptsElements of Core Compensatio

4、nBase pay-Hourly pay-Annual salaryCompensable Factors:Employees skill level Employees effort Employees level of responsibility Working conditionsBase pay adjustments:-Cost of Living Adjustments(COLAs)-Seniority pay-Merit pay-Skill-based pay -Incentive pay-Person-focused pay Elements of Core Compensa

5、tionBase Pay Adjustments COLAsCost Of Living Adjustments-periodic base pay increases that are based on changes in prices as indexed by the consumer price index(CPI).Seniority Pay seniority pay systems reward employees with periodic additions to base pay according to employees length of service in pe

6、rforming their jobs Merit Paymerit pay programs assume that employees compensation over time should be determined,at least in part,by differences in job performance.Base Pay Adjustments(Contd)Incentive Payincentive pay(or variable pay)rewards employees for partially or completely attaining a predete

7、rmined work objective.Pay-for-Knowledge Planspay-for-knowledge plans reward employees for successfully learning specific curriculaSkill-based Payskill-based pay is used mostly for employees who perform physical work and increases these workers pay as they master new skills.Discretionary BenefitsThre

8、e Broad Categories:Protection programsprovide benefits that promote health and guard against income loss Paid time-offprovides pay for time when they are not working Servicesprovides benefits such as tuition reimbursement and day careLegally-Required BenefitsFederal Legislation Designed to:Promote w

9、orker safety and health Maintain family income Assist families in crisis Provide assistance in case of Disability Unemployment Historical Perspective on CompensationScientific management practices-control labor costsTime-and-motion studies -analyzed the time it took employees to complete their jobs.

10、Welfare practices motivated in part to minimize employees desire for union representationCompetitive advantage -companys ability to maintain market share and profitability over a sustained period of several years.Strategic Versus Tactical DecisionsStrategic decisionsguide the activities of companies

11、 in the marketTactical decisionssupport the fulfillment of strategic decisions Copyright 2013 Pearson Education,Inc.Publishing as Prentice HallCompetitive Strategy Planned use of company resources Technology Capital Human Resources Two or more years of time span Competitive strategy choices:Lowest c

12、ost strategy Differentiation strategy Focus on being lowest cost producer/seller of goods or servicesEffective when Jobs:Include predictable behaviorsHave a short-term focusRequire autonomous activityFocus on quantity of outputEx:Ryanair(reduced operations costs)Lowest-Cost StrategyCopyright 2013 Pe

13、arson Education,Inc.Publishing as Prentice HallDifferentiation Strategy:focus on offering unique goods or services to the publicDifferentiation StrategyEffective when Jobs:Require highly creative behaviorsHave a long-term focusDemand cooperation and independenceInvolve risk-takingEx:P&G differentiat

14、es Eukanuba from Iams(Brand image and price premiums)Copyright 2013 Pearson Education,Inc.Publishing as Prentice HallCompensation Department Promote effective compensation systems by meeting three important goals:Internal consistencyMarket competitivenessRecognition of individual contributions Copyr

15、ight 2013 Pearson Education,Inc.Publishing as Prentice HallAchieved when the value of each job is clearly defined.Represents:Job structure HierarchyAchieved using:Job analysis Job evaluationCompensation policies that fit with business objectivesVital in attracting and retaining employeesAre based on

16、:Strategic analysis Compensation surveysPay Structures:pay is determined by employees credentials,job knowledge,and job performance Pay Grades:based on compensable factors and valuePay Ranges:builds on grades,uses midpoints,minimums,and maximums Internal ConsistencyMarket CompetitivenessIndividual ContributionsStakeholdersEmployeesManagersExecutivesUnionsGovernmentCompensationPracticesLearning ObjectivesBasic compensation conceptsHistorical perspectiveStrategic verses tactical compensation.Compensation within HRCompensation stakeholders.Session 3Strategic CompensationChapter 1