人力资源管理Chapter5REWARDMANAGEMENT

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1、INTRODUCTONARY CASECase : Is reward just money?Your objectives(a) The relationship between motivation theory and reward(b) The process of job evaluation(c) The main factors determining pay levels(d) Different types of reward systems, including performance-related pay(e) Flexible benefits12Motivation

2、 and reward Job evaluationReward managementOther factors determining payReward systemsPerformance payIndirect payBasic pay1. MOTIVATIN AND REWARD1.1 What is motivation?Motivation can be understood as follows:(a) Mental process(b) Social processMotivationMotivation is the process concerned with motiv

3、ating people at work to fulfill their potential in accordance with the organization aim.1.2 The nature of motivationThe psychological forces acting on an individual that determine:Direction-possible behaviors the individual could engage inEffort-how hard the individual will workPersistence-whether t

4、he individual will keep trying or give upExplains why people behave the way they do in organizationsIntrinsic motivation Behavior that is performed for its own sake. The source of the motivation that comes from actually engaging in the behavior. The sense of accomplishment and achievement derived fr

5、om doing the work itself.Extrinsic motivationBehavior that is performed to acquire material or social rewards or to avoid punishment.The source of the motivation is the consequences of the behavior and not the behavior itself1.3 Motivation theories内容型激励理论内容型激励理论需要层次理论（马斯洛）双因素理论（赫茨伯格）成就需要理论（麦克利兰）过程型激

6、励理论过程型激励理论期望理论（弗鲁姆）公平理论（亚当斯）波特劳勒模式行为改造型激励理论行为改造型激励理论强化理论（斯金纳）归因理论（凯利和韦纳）1.3.1 Need theory (Abraham Maslow)Need A requirement for survival and well-being.Need theoryThe theory focuses on what needs people are trying to satisfy at work and what outcomes will satisfy those needs.Basis premise is that p

7、eople are motivated to obtain outcomes at work to satisfy their needs.Managers must determine what needs a worker wants satisfied and ensure that a person receives the outcomes when performing well.Self-actualization:Realize one/s full potentialEsteem needs:Feel good about oneselfLove/social needs:S

8、ocial interaction, loveSafety needs:Security, stabilityPhysiological needs:Food, water, shelter Use abilities to the fullestPromotions and recognitionInterpersonal relations, partiesJob security, health insuranceBasic pay level to buy itemsEach level of need is dominant until satisfied: only then do

9、es the next level of need become a motivating factor. Low-level needs must be satisfied before high-level needs are addressed.1.3.2 Two factor theory (Frederick Herzberg)Focus on:outcomes that lead to higher motivation and job satisfactionoutcomes that can prevent dissatisfactionHygiene factorsThe n

10、eed to avoid unpleasantnessAssociated with fair treatment in compensation, supervision, working conditions and administrative practiceExtrinsic motivation Motivation factorsThe need to develop in ones occupationAs a source of personal growth, associated with factors such as advancement, recognition,

11、 responsibility, challenge and achievementIntrinsic motivation “Dissatisfaction arises from environment factors; satisfaction arises from the job”1.3.3 Expectancy theory (Vroom)Force or strength of motivation to do xValence (Strength of the individuals preference for outcome y)Expectancy (Individual

12、s perception of the likelihood that doing x will result in outcome y)This model helps to explain why performance incentives and rewards work most effectively when:The link between effort and reward is clearIntended results and goals are made clearThe reward is perceived to be worth the effortEffort(

13、an important input)Performance Outcomes ExpectancyA persons perception about the extent to which his or her effort will result in a certain level of performanceInstrumentalityA persons perception about the extent to which performance at a certain level will result in the attainment of outcomesValenc

14、eHow desirable each of the outcomes available from a job or organization is to a person1.4 Pay as a motivatorThe significance to motivation theory of high-order needs, intrinsic rewards and subjective factors (such as expectancy and valance) suggest that HR managers need to:Develop reward systems wh

15、ich offer both financial and non-financial rewards, rather than relying on simplistic assumptions of instrumentality.Support job re-design, employee involvement and on-going development planning which offer intrinsic satisfactions (particularly in the area of potential self-actualization).Support an

16、 organisational and managerial culture which consistently values and expresses appreciation for employee contribution.2. JOB EVALUATIONDefinitionJOB EVALUATIONJOB EVALUATION is the process of analyzing and assessing the content, worth or size of jobs within an organization, in order to rank and grou

17、p them as a basis for an equitable remuneration systems.Internal Equity: Paying different jobs differently, based on what the job entailsExternal Competitiveness: Paying satisfactory performers what the market is payingWhich is to say that job evaluationIS Comparative Judgmental Structured Job Centr

18、edIS NOT Absolute Scientific Unstructured Person Focused2.1 The purpose and aims of job evaluation(a) Assess the value of jobs to the organization in relation to one another(b) Support the development of job gradings and pay structures that are objective, balanced and equitable(c) Ensure that the or

19、ganization is able to give (and demonstrate that it gives) equal pay for work of equal value, as required by law2.2 The process of job evaluationStep 1. Select compensable factors(a) Apply equally well to different types of work(b) Refer to relevant and important differences between jobs, in order t

20、o allow comparison for ranking purposes(c) Be understandable by, and acceptable to, all those who will be covered by the schemeStep 2. Gather data on jobsStep 3. Evaluate jobs(a) Non-analytical schemes(b) Analytical schemes step 4. Assign specific pay values to the job2.3 Job evaluation schemes Job

21、classification Job rankingNon-analytical schemes Points rating Factor comparisonAnalytical schemes2.3.1 Non-analytical schemesJob classificationJob classification is most common non-analytical approach. The organization decides what grades of pay there should be and defines the requirements of each

22、grade. Job are allocated to an appropriate grade by matching job descriptions to grade definitionsJob rankingJob ranking compares jobs with one another and ranks them in accordance with their relative importance or contribution to the organization. Having established a hierarchy of jobs, they can be

23、 divided into groups for grading purposes.2.3.2 Analytical schemesPoints ratingIt begins with the definition of about 8-12 compensable factorsA number of points is allocated to each compensable factorsA comprehensive points rating chart is therefore establishedEach job is then examined, analyzed fac

24、tor by factor according to the points rating chart2.3.2 Analytical schemesFactor comparisonFactor comparison involves the selection of key benchmark jobs, for which the rate of pay is considered to be fair (perhaps in comparison with similar jobs in other organization)Each of these jobs is analyzed,

25、 using compensable factors, to decided how much of the total salary is being paid for each factor.When this has been done for every benchmark job, the various factor pay rates are correlated, to formulate a ranking and pay scale for each factor.Other (non-benchmark) jobs are then evaluated factor by

26、 factor, to build up a job value.Factor Proportion of jobPay rate for factor (as established by analysis of benchmark jobs)Job valueTechnical skills50%12,0006,000Mental ability25%16,0004,000Responsibility for others15%10,0001,500Other responsibility10%5,0005001,20003. OTHER FACTORS DETERMINING PAY3.

27、1 Market rates of paySources of information on market rates include:Published surveysSurveys carried out by HR specialists or commissioned from management consultantsBusiness network or club surveysGeneral market monitoring and intelligenceManagement has three basic policy choices:To lead the compet

28、ition（领先型薪酬政策）To match what other employers are paying（追随型薪酬政策）To lag behind the market（低位型薪酬政策）To mix the above policies（混合型薪酬政策）3.2 Individual factorPerformance CompetenceExperienceEducation/trainingPotential3.3 Equal pay3.4 Organization factorStrategyDevelopment stageFinancial situation3.5 Positi

29、on factorJob specificationJob appraisal4. REWARD SYSTEMSDefinitionA reward system is the mix of extrinsic and intrinsic rewards provided by the employer (It) also consists of the integrated policies, processes, practices and administrative procedures for implementing the system within the framework

30、of the human resources strategy and the total organizational system. (Bratton&Gold, 2007)4.1 Objectives of the reward system(a) Recruiting and retaining quality labor(b) Motivating individual and team performance(c) Supporting organizational culture(d) Supporting flexibility4.2 Components of the rew

31、ard system(a) Direct or base pay(b) Performance or variable pay(c) Indirect pay or benefits薪酬构成薪酬构成功能功能决定因素决定因素变动性变动性特点特点基本工资保障体现岗位价值职位价值、能力、资质较小稳定性保障性奖金对员工良好业绩的回报个人、团队和组织的绩效较大激励性持续性福利提高员工满意度避免企业年资负债就业与否、法律较小针对所有员工满意度保障性Total reward全面薪酬全面薪酬非经济报酬非经济报酬职业奖励：职业安全职业生涯职业灵活晋升与任用社会奖励：社会地位社会赞誉喜欢工作结交朋友经济报酬经济报

32、酬基础报酬（直接报酬）工资：基本工资计时工资计件工资职务工资奖金：超时奖绩效奖佣金红利福利津贴（非直接报酬）福利：养老保险失业保险医疗保险工伤保险津贴：子女教育住房津贴交通补贴通信补贴5. ISSUES OF REWARD MANAGEMENT5.1 Contents of reward management(a) Aim of reward(b) Rate/level management of reward(c) Reward system designing(d) Reward structure(e) Institutional management of reward(f) Aim

33、of reward management美国惠普公司的薪酬目标政策美国惠普公司的薪酬目标政策帮助公司继续吸引那些有助于公司成功的富有创造力和热情的员工按照行业领导者的水平来支付反映有依据的单位、部门和公司的相对贡献公开并容易理解保证公平对待不断创新，提高竞争力和公平感5.2 Basic issues of reward management五大层面五大层面十大基本问题十大基本问题战略层面1、应采取何种薪酬策略以配合企业战略？基本薪酬层面2、如何对每个职位及从事该职位的人准确付酬？3、如何保证外部公平性？4、如何确立报酬结构？奖金层面5、凭什么支付奖金？6、支付多少奖金？7、如何支付奖金？福利层

34、面8、如何设计一套符合法律的福利体系？9、如何设计一套补充福利系统以充分发挥福利的人力资源管理功能？制度层面10、如何使工资体系制度化？5.2.1 Reward Strategy : basic principlesenterprisePayment efficiencyExternal competitivenesshuman resources marketemployeeInternal equity5.2.2 Reward Strategy : level and structureLevel strategy To lead the competition领先型薪酬政策 To mat

35、ch what other employers are paying追随型薪酬政策 To lag behind the market低位型薪酬战略Structure strategy Orientating of Remuneration center 确定薪酬中心 The internal gap between levels内部水平的差距 Pay ranking policy薪酬等级策略 Unity and difference统一性与差异性 Authority distribution on decision-making of remuneration薪酬决策权的分配5.2.3 Com

36、pensation strategy designing外部竞争力 市场界定 市场调查 政策线 薪酬结构内部一致性 工作分析 职位说明书 职位评价 内部薪酬结构员工贡献 年功定酬 绩效定酬 激励指导 激励方案薪酬管理 规划 预算 沟通评价效率 绩效 质量 顾客 成本 公平合法薪酬战略决策薪酬设计技巧薪酬战略目标5.4 The process of reward management薪酬策略与薪酬策略与需求分析需求分析 第一步 基于组织的总体战略，目的是想对哪些人予以重点激励工作评价与工作评价与等级划分等级划分 第二步 基于工作分析，对现有职位根据重要性程度进行排序薪酬调查薪酬调查 第三步 基于地区与行业，于其他组织进行比较薪酬结构与薪酬结构与水平确定水平确定 第四步 确定组织内部的薪酬结构，确定薪酬范围及数值