薪资结构ppt课件.ppt

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1、Chapter11EstablishingAPayStructure建立薪资结构WhatDoINeedtoKnow1.Identifythekindsofdecisionsinvolvedinestablishingapaystructure.2. Summarizelegalrequirementsforpaypolicies.3. Discusshoweconomicforcesinfluencedecisionsaboutpay.4. Describehowemployeesevaluatethefairnessofapaystructure.5. Exp

2、lainhoworganizationsdesignpaystructuresrelatedtojobs.6. Describealternativestojob-basedpay.7.Summarizehowtoensurethatpayisactuallyinlinewiththepaystructure.8.Discussissuesrelatedtopayingemployeesservinginthemilitaryandpayingexecutives.IntroductionFromtheemployer’spointofview,payisapo

3、werfultoolformeetingtheorganization’sgoals.从雇主的角度来看，工资是实现组织目标的一种强有力的工具。Payhasalargeimpactontheorganizationsuchas:Affectsemployeeattitudesandbehaviors工资对员工的态度和行为有很大影响。Influenceswhichkindsofemployeesareattractedtoandretainedbytheorganization它影响到哪些类型的员工被吸引到（或留在）组织中。Canalignemployees’int

4、erestswithorganizationalgoals可以把员工的兴趣和组织的目标结合起来。Viewedasasignofstatusandsuccess把工资看成是地位和成功的象征。McGraw-Hill©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.2of22DecisionsAboutPay有关工资的决策Paystructureconsistsoftherelativepayfordifferentjobswithintheorganization.薪资结构：是指组织内不同工作的相对工资。Payle

5、velistheaverageamount,includingwages,salaries,andbonuses,theorganizationpaysforaparticularjob.薪资水平：是组织向某个特定工作支付的平均金额（包括工资、薪金和奖金）Paystructureandpaylevelshelptheorganizationachievegoalsrelatedtoemployeemotivation,costcontrol,andtheabilitytoattractandretaintalentedhumanresources.薪资结构和薪资

6、水平帮助组织实现与员工激励、成本控制、吸引和留住人才有关的目标。McGraw-Hill©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.3of22IssuesinDevelopingaPayStructure薪资结构设计的有关问题4of22McGraw-Hill©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.LegalRequirementsforPay对工资的法律要求Governmentregulationaffectspaystructureinthea

7、reasof:Equalemploymentopportunity公平就业机会Minimumwages最低工资Payforovertime加班工资5of22McGraw-Hill©2004TheMcGraw-HillCompanies,Inc.Allrightsreserved.EqualEmploymentOpportunity公平就业机会Employersmaynotbasedifferencesinpayonanemployee’sage,race,orotherprotectedstatus.雇主不能根据员工的年龄、性别、种族或其他受保护的状态来决定工资

8、的差异Anydiffer