薪酬制度建设中英文对照外文翻译文献
设定薪酬结构(中英对照)
Question: •How much should be the mid-point progression (%) between grades? •How wide should the ranges be? •How much should the range overlap?
a a1 - a2 b1 - b2 c1 - c2
Pay & Reward
for
Huawei Technologies, Co., Ltd.
設定薪酬結構 Developing Salary Structure
設定薪酬結構之考慮因素 Developing Salary Structure- Considerations
Base Pay Policy 基本薪酬政策 Decide Competitive Reference Salary 決定具有競爭性的標準工資 Decide Salary Ranges 制定工資幅度 Range Overlap 幅度重疊 Significance of Salary Range 工資幅度的重要性 How many structures? 多少個結構? Overs and Unders高出/底於工資幅度
Reference Salary = Competitive Pay = Recruitment Standard RMB
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工资制度中英文对照外文翻译文献
工资制度中英文对照外文翻译文献工资制度中英文对照外文翻译文献(文档含英文原文和中文翻译)Management Style and FairPaymentTom HusbandThis article discusses the relationship between management style within a firm and the procedures used to determine internal wage and salary differentials. At a time when management styles are apparently becoming less authoritarian and paternalistic in favour of greater worker participation there is obviously a danger of firms using payment techniques which are inappropriate to the current management/worker relationship. Some simple models of workers and organization are used to identify four broad styles of management. These styles are then related to the job evaluation and performance rating techniques in common use in British industry today. Some general conclusions are drawn concerning future trends in payment to suit management style.IntroductionProblems of internal pay structuring have always been of keen interest to both managers and students of British industry. In recent years however the setting of rational and fair pay differentials has taken on a particular significance. Our social andmanagerial attitudes to criteria for reward are changing fast. The whole question of pay relativities is now seen to be central to the establishment of a just industrial society. Within individual firms managers and employees are questioning the traditional approaches to work structuring and wage payment. There is adistinct move from both sides of industry towards a greater degree of employee consultation and participation in the running of the firm. This trend has brought with it fresh approaches to the analysis of work and the determination of equitable wage and salary differentials.A great many British companies have already applied themselves to solving the dynamic problems of work analysis and reward. The majority are probably only now deciding how best to approach these same problems. It is fair to say that a great deal of confusion and even controversy surrounds the issues involved. In the last decade managers have been deluged with new techniques of pay administration.All of these techniques are valid when applied under appropriate conditions. The dilemma which has faced managers is to know which of the techniques is relevant to the solution of their particular problems. There have been many sad cases of mismatch between technique and situation.Managers need an overall company strategy for work analysis and pay. The integration of techniques into a total package of wage and salary administration must reflect the management style employed in the company, as well as recognize the many constraints put on managerial control.Many companies are now facing up to situations where management styles are altering and technological and other influences are changing fast. The company pay strategy has to mirror these changes if it is to remain effective.Ideally the internal payment structure should reflect the organization structure (and hence the structure of responsibility carried across job hierarchy). However there is no single ideal structure of organization and consequently there can be nosingle ideal structure of pay. Each firm has a range of needs which are met or partially met by the measures taken by management. We can begin the argument by examining the management styles associated with the needs of the employee/ manager relationships - the so-called 'psychological contract'.Management Styles and the Psychological ContractObviously the management style used in fulfilling the psychological contract reflects the way in which managers in the company expect employees to behave. Some managerial teams expect their employees to simply have what is known as a 'calculative' involvement with the company. They are expected to do what is required by the goal-setters (the management team) and no more. The contract is fulfilled by paying sufficient wages or salaries to motivate the employees to meet the goals set by the managers. Many small family firms operate this management style and there are possibly a great many large companies too. It is convenient to label this type of management view of the organization as 'goal oriented'. In the extreme such managers might perceive only a single goal (profit ratio, market share, etc) without requiring the employees to have any identification or 'moral involvement' with that goal. A totallydifferent conceptual model of the organization allows for the achievement of a whole range of needs24 Personnel Review Vol 4 Number 4 Autumn 1975by the organization. Managers who conceive of their companies in this fashion see the need for balancing the 'system' of needs. Employees (and especially other, junior managers) are perceived as people whose actions should influence the entire organization not just their own department or subsystem of, for example, production control or purchasing or marketing, etc. Theview held here is that it is no good to have nine tenths of the company's needs being met and the other tenth ignored. It is a 'systems' approach and is a model which is apparent in the management philosophy of our larger and more progressive industrial companies.Between these two polar models of organization there is obviously scope for many other concepts. A pluralistic model, for example would allow for different constituent parts of the organization to have their own separate goals.The models that managers hold of men as distinct from the goals of the company are described in a massive literature of organizational psychology. It is possible in this area also to establish extreme, polar concepts. One extreme would be the assumption that man is a 'rational-economic' animal. Because of this a manager holding such a view might use McGregor's well-known Theory X approach to his subordinate. McGregor1 points out that 'rational-economic' man assumptions imply that man is lazy by nature and is motivated primarily by financial incentives. The employee is seen to need direction and control so that he will work towards the organization's goals. He is seen to be unambitious and reluctant to take responsibility. The assumptions associated with Theory X are, of course, built into the foundations of the Classical organization theories. The employee, in short, is seen to react to his environment.The model of man seen to be at the opposite from the reactive, Theory X man is McGregor's Theory Y approach. Assumptions on which Theory Y are based include the fact that most men do not dislike work, they seek a challenge from the work environment and in fact welcome the opportunity to achieve a 'moral' involvement with the organization. Underappropriate conditions the employee, says Theory Y, will seek out responsibility and is capable of imagination, ingenuity and creativity.There have been several attempts to classify the various models of man and organization, a notable example being the typology developed by Etzioni2. For the purpose of this present discussion, however, the simple model constructed by Limerick3 to show the type of management style implied by management's assumptions about men and organization seems appropriate. The model takes the form of the matrix shown in Figure 1 below: Reactive Man Self-Active ManGoal Organization AuthoritarianManagementConsultativeManagementSystem Organization PaternalisticManagementParticipativeManagementFigure 1 The Limerick Matrix of Management StylesThe matrix suggests that if management holds Theory X (reactive man) assumptions and sees the organization as being single goal orientated, the style implied is authoritarian. At the other extreme, should the assumptions be of Theory Y nature and the organization be seen as systems orientated, the model implies that the strategy is participative. It must be borne in mind, of course, that this classification represents pure types of organization which probably do not exist as such in practice. It is meant to be a relative model which shows only the extreme assumptions and implied strategies. It is, however, veryimportant to be able to put the problem of differing styles into some perspective.Equitable PaymentThe four styles of management proposed in the model can be considered with special reference to problems of equitable payment. Authoritarian management is typified by the proposals of the Classical management theorists (eg Fayol,Urwick, Gulick). The organization is managed along the universal principles of planning, organizing, motivating and controlling and the structure is pyramidal with great emphasis on line authority. There is rigid specialization and departmentalization. Participation by non-management in meeting the organization's goal is severely restricted.In paternalistic management the systems needs of the organization must be met by those employees who are not seen to be reactive. Thus, for example, some large, sophisticated industrial organizations typically perceive themselves to have 'systems' of needs, the non-managers and even junior management are seen as reactive while the senior management team is often assumed to consist of self-active men. Here the senior managers assume that they have to meet their subordinates' needs for them; say by providing preferential pension schemes and welfare benefits and cheap canteens, sometimes with little consultation with the employees involved.A paternalistic organization is also typified by a pyramidal structure and an emphasis on line authority. Paternalism is improved over the authoritarian strategy in that employees are often allowed to present alternatives for action in non-task activities. Many British concerns are run on clearly paternalistic lines. There are several well-known, large organizations (typicallythe major employers in their respective communities) which adopt a 'cradle to grave', protective attitude to their employees. In the past such firms tended to discourage trade union representation believing that a company union or association could better meet the needs of their workpeople.In a paternalistic company one would expect the pay level for shop floor and clerical workers to be relatively low, the employees being compensated by superiorwelfare benefits and greater job security in general. In an authoritarian firm the pay levels in the lower job grades could be expected to be slightly higher (for the same economic and technological conditions) than in the paternalistic company. In fact, however, some of the larger well established paternalistic concerns often have a reputation for paying basic wages and salaries above the norm.A consultative management strategy implies that man is seen as self-active but requires to be directed so that his needs are integrated with the goal of the organization. The manager's functions are, as in the authoritarian strategy, to plan, organize, motivate and control but in this case the process is carried out in such a way that maximum autonomy for employees is allowed without endangering the goal of the organization. The strategy implies a pyramidal structure with only a limited recognition of the non-managers' right to be heard. Participation is allowed to the extent that employees can present alternatives for action in task activities. The style of management is man-to-man but the strategy is also characterized by the use of joint consultative conferences and the like.Participative management assumes that self-active man will make a responsible contribution to the achievement of thesystem's needs. The manager's function is to act as a monitor of the system needs and to create conditions in which they can be met. This strategy implies a fluid, 'organic' structure and recognizes both formal, line authority and the authority of non-executives as a result of their personal expertise. Group work is encouraged and, in participating, employees are allowed to present and evaluate alternative courses of action.In the consultative and participative strategies, then, employees are encouraged to view the organization as a unitary system. Because of this, one would expect to find the pay of low level jobs being compared, formally, to that of the higher-level jobs. In short, one could expect an approach to an all-company job evaluated pay structure since employees are concerned more with the company as a whole compared with their counterparts in companies managed by the first two strategies outlined above. Participation and PaymentThere appears to be some movement towards greater involvement of all employees in the management of British firms. The mood of the day suggests that authoritarian management is fast becoming unacceptable to employees and that even paternalism is unwelcome.At least one large British corporation has developed work designs which eliminate the need for the traditional foreman.The workers operate in teams which decide, for themselves,on the allocation of work duties, shift rota details, holiday arrangement details and the like. More importantly the workers participate, in the true sense, in writing the team's job description and consequent pay grade. Obviously this type of job design and organizational thinking greatly affects a company's philosophy of work and reward. If the apparent trend towards greaterparticipation continues we can therefore expect to see a greater emphasis on the workers' 'knowledge' authority. The managerial style used by a company is clearly important in deciding the most appropriate forms of work analysis and reward. It is obviously wrong for a companywhich is, say, essentially paternalistic to install pay systems which depend on true participation for their effectiveness. Yet this is not at all unusual.If there really is a strong move towards consultative and participative management styles across British industry what are the implications for payment techniques in the future? Managers usually apply two types of technique - one, job evaluation, to provide a ranking of job value in terms of basic wages or salaries and, two, merit rating (or performance appraisal, or incentive systems) to provide a means of rewarding individual employee effort and achievement.Job evaluation techniques which yield a single, company-wide payment structure would seem to offer promise within participative firms. Two fairly recent ideas fit the specification ideally. Elliott Jaques' widely discussed time span of discretion system developed in his famous Glacier Project suggests that all jobs at all levels within a firm can be evaluated and rewarded in terms of a single criterion. That criterion is the responsibility carried by the employee in his job and is measured in terms of the time he has to wait to find if his tasks or decisions have been effective. The longer the time span the greater the responsibility and the higher the reward. In addition Jaques has found that when time span values are plotted against the corresponding 'felt fair' wages or salaries a specific distribution exists. Thus he can analyse all jobs in the company in terms of the time spanmechanism and produce a payment structure which relates, on one graph, the pay of the labourer and copy typist gto that for the sales manager and managing director. The time span approach has not so far been widely implemented for job evaluation purposes (although it is a well recognized and valuable approach in other areas such as management development). Is it likely to become more popular? If the trend in management style is towards more participation the answer must surely be no. Because the evaluation criterion (time span) and the pay distribution are so well defined and specified it is extremely difficult to see how employees can participate in its implementation. Employees are forced to accept that the company 'knows best' (paternalism implied) or that the company has the right to enforce the system of its choice (autocracy implied).A second, and superficially similar proposal, comes from Paterson whose decision band technique of job evaluation and payment structure is currently being widely discussed. Paterson's sole criterion of job value is the hierarchical level of decision-making required by the job. The higher the decision level (policy-making as against routine, procedural decisions) the greater the responsibility implied and the higher the reward. The decision band method is applied to all jobs in the company and provides a specific shape of payroll distribution. (When wages and salaries for the jobs are plotted on a log scale against their decision levels a straight line should be achieved. Paterson argues that this exponential relationship is a necessity for internal payment equity.) Again, as in Jaques' proposals, there appears to be too much predetermination to allow for much employee participation in applying the scheme. However Paterson is muchless rigid in his approach and accepts that certain job factors have to be bargained and paid for in addition to the payment levels established by decision band grading. The fact that Paterson's method is now in use in several British firms and is about to be applied to all jobs within the Danish civil service implies its acceptability. The method probably will be used considerably in future since, although the decision level framework is inflexible, the analysis of jobs emphasizes the 'knowledge' authority of the employee to a very considerable extent. In short the system puts high value on information and advice for decisionmaking as well as the decision-making itself. It must be said however that, in itself, the decision band approach is unlikely to be widely applied as a job evaluation technique within craft union job families. The great attraction of the method is the provision of a payment structure and evaluation framework which can be used as a valuable guide in bargaining and consultation situations.The conventional methods of job evaluation can be applied in an autocratic or democratic fashion by management. The hybrid forms of job evaluation, developed by firms of consultants,which tend to make use of the most relevant aspects of a number of separate schemes possibly hold the greatest promise for participative firms. By allowing as many employees as is feasible to participate in the ranking and grading of jobs, management can develop a genuinely acceptable profile of the job values. The snag with conventional and hybrid schemes is that they provide separate payment structures for separate job families. A system such as the decision band method is then required to knit the component pay structures into a company-wide whole.In payment for individual performance the greatest emphasis seems to lie, still, on incentive schemes for manual workers. In the orthodox incentive system management control depends heavily on stop watch time standards. Employees are inclined to be seen as having the 'calculative involvement' noted earlier in the goal oriented philosophy. In moving from an individual incentive system to measured daywork the workers are seen to be less reactive and more self-active.26 Personnel Review Vol 4 Number 4 Autumn 1975They are consulted with a view to improving methods and production planning. In the plant-wide bonus schemes (such as the Scanlon or the Rucker Plans) the employees are seen to have a 'moral involvement' with the company's total objectives. To achieve this degree of involvement often requires that the employees gain access to information which has been considered to be traditionally for management eyes only. It calls, in fact, for true participation.Thus the orthodox piecework systems tend to fit best with an authoritarian management style; measured daywork with a consultative style; plant wide schemes with participation. Where do the paternalistic companies fit? Typically they employ merit rating systems which assess (through the supervisor's rating) how well the employee matches the company norms in terms, typically, of quality and quantity of work, initiative, team spirit and timekeeping.The appraisal of managers' performances has recently been seen to be appropriately tackled by the Management-by- Objectives approach. This calls for a considerable degree of participation or at least consultation in agreeing with a subordinate manager what constitutes realistic future targets forhim to achieve. On the face of it this type of approach appears to have continuing promise for the future. There are some mechanical problems often associated with applying MBO but its participative forward-looking basis is surely appropriate.We come to the view then that as firms change their management styles from authoritarian/paternalistic to consultative/ participative they must review the nature of their payment strategies. Hopefully the management style will match the mood of the firm's employees and, in turn, be reflected in the determination of an equitable payment structure. It is obviously wrong to apply techniques, however sophisticated, which will call for a management style which does not exist in the company. Equally it is just as wrong to persevere with techniques which were right for the management style and the mood of the employees ten years ago but inappropriate today.If the trend towards consultation and participation does gather force we can expect to see job evaluation in terms of the hybrid type with maximum employee participation in its implementation. We can also expect a move towards a single company-wide payment structure using a system such as Paterson's decision band framework to integrate the separate job family structures. The trend towards measured daywork and plant-wide incentives should also gather force. Executives can expect to have their performances appraised more and more by an MBO type of system (although the details may vary from the current MBO models).We must not be too sure however that there will be a rush away from authoritarian/paternalistic styles. People in industry, as in all walks of life, are resistant to change. The managers who are most important in making participative payment strategiesoperational are those in the middle levels. Unfortunately, many such managers do not or cannot accept the validity of worker participation and would, consequently, be unable to apply the newer schemes successfully. However it is difficult to see the trend being resisted in the long run. We should be ready for it and plan payment strategies accordingly. It is too important an issue to ignore.管理风格和公正的工资制度约翰本文主要涉及在固定范围内公司的管理风格和确定内部工资差别的程序的关系。
2948BXXX公司的薪酬管理 外文参考文献译文及原文doc
2948BXXX公司的薪酬管理外文参考文献译文及原文doc 本科毕业设计(论文)外文参考文献译文及原文学院经济管理学院专业工商管理年级班别学号学生姓名指导教师年月日目录1 薪酬管理的涵义与内容 (1)1.1 薪酬管理的涵义 (1)1.2 薪酬管理的内容..............................................................................1 2 薪酬管理的历史考察 (3)2.1 专制阶段 (3)2.2 “温情主义”阶段 (3)2.3 科学管理阶段 (3)2.4 现代管理阶段.................................................................................4 3 薪酬管理的发展趋势 (6)3.1 企业人力成本将逐步上升 (6)3.2 薪酬制度的依据将更多地反映市场而不是工作本身的价值 (6)3.3 薪酬福利设计更富弹性并走向多轨化 (6)3.4 薪酬分配形式由货币主导型向资本主导型过渡 (6)3.5 薪酬支付方式将呈现多样化...............................................................7 1 Management salaries of the meaning and content (8)1.1 Salary Management meaning (8)1.2 Content of salary management................................................................8 2 Salary management historical inspection............................................................... . (11)2.1 Despotic stage (11)2.2 "Paternalism" stage (11)2.3 Scientific management stage (12)2.4 Modern Management stage..................................................................12 3 Salary management development tendency.. (14)3.1 The enterprise manpower cost gradually will rise (14)3.2 The salary system basis more will reflect the market but will not be works itselfvalue………………………………………….………………………………….…. .143.3 A salary welfare design richer elasticity and moves towards the multi-axles (15)3.4 Salary assignment form by currency leadership to capital leadership transition (15)3.5 The salary payment way will present the diversification (15)1 薪酬管理的涵义与内容1.1薪酬管理的涵义企业的薪酬管理，就是企业管理者对本企业员工报酬的支付标准、发放水平、要素结构进行确定、分配和调整的过程。
薪酬管理外文文献翻译
薪酬管理外文文献翻译The existence of an agency problem in a corporation due to the separation of ownership and control has been widely studied in literatures. This paper examines the effects of management compensation schemes on corporate investment decisions. This paper is significant because it helps to understand the relationship between them. This understandings allow the design of an optimal management compensation scheme to induce the manager to act towards the goals and best interests of the company. Grossman and Hart (1983) investigate the principal agency problem. Since the actions of the agent are unobservable and the first best course of actions can not be achieved, Grossman and Hart show that optimal management compensation scheme should be adopted to induce the manager to choose the second best course of actions. Besides management compensation schemes, other means to alleviate the agency problems are also explored. Fama and Jensen (1983) suggest two ways for reducing the agency problem: competitive market mechanisms and direct contractual provisions. Manne (1965) argues that a market mechanism such as the threat of a takeover provided by the market can be used for corporate control. "Ex-post settling up" by the managerial labour market can also discipline managers and induce them to pursue the interests of shareholders. Fama (1980) shows that if managerial labour markets function properly, and if the deviation of the firm's actual performancefrom stockholders' optimum is settled up in managers' compensation, then the agency cost will be fully borne by the agent (manager).The theoretical arguments of Jensen and Meckling (1976) and Haugen and Senbet (1981), and empirical evidence of Amihud andLev (1981), Walking and Long (1984), Agrawal and Mandelker (1985), andBenston (1985), among others, suggest that managers' holding of common stock and stock options have an important effect on managerial incentives. For example, Benston finds that changes in the value of managers' stock holdings are larger than their annual employment income. Agrawal and Mandelker find that executive security holdings have a role in reducing agency problems. This implies that the share holdings and stock options of the managers are likely to affect the corporate investment decisions. A typical management scheme consists of flat salary, bonus payment and stock options. However, the studies, so far, only provide links between the stock options and corporate investment decisions. There are few evidences that the compensation schemes may have impacts on thecorporate investment decisions. This paper aims to provide a theoretical framework to study the effects of management compensation schemes on the corporate investment decisions. Assuming that the compensation schemes consist of flat salary, bonus payment, and stock options, I first examine the effects of alternative compensation schemes on corporate investment decisions under all-equity financing. Secondly, I examine the issue in a setting where a firm relies on debt financing. Briefly speaking, the findings are consistent with Amihud and Lev's results.Managers who have high shareholdings and rewarded by intensive profit sharing ratio tend to underinvest.However, the underinvestment problem can be mitigated by increasing the financial leverage. The remainder of this paper is organised as follows. Section II presents the model. Section HI discusses the managerial incentives under all-equity financing. Section IV examines the managerial incentives under debt financing. Section V discusses the empirical implications and presents the conclusions of the study.I consider a three-date two-period model. At time t0, a firm is established and goes public. There are now two kinds of owners in the firm, namely, the controlling shareholder and the atomistic shareholders. The proceeds from initial public offering are invested in some risky assets which generate an intermediate earnings, I, at t,. At the beginning, the firm also decides its financial structure. A manager is also hired to operate the firm at this time. The manager is entitled to hold a fraction of the firm's common stocks and stock options, a (where0<a<l), at the beginning of the first period. At time t,, the firm receives intermediate earnings, denoted by I, from the initial asset. At the same time, a new project investment is available to the firm. For simplicity, the model assumes that the firm needs all the intermediate earnings, I, to invest in the new project. If the project is accepted at t,, it produces a stochastic earnings Y in t2, such that Y={I+X, I-X}, with Prob[Y=I+X] = p and Prob[Y=I-X] = 1-p, respectively. The probability, p, is a uniform density function with an interval rangedfrom 0 to 1. Initially, the model also assumes that the net earnings, X, is less than initial investment, I. This assumption is reasonable since most of the investment can not earn a more than 100% rate of return. Later, this assumption is relaxed to investigate the effect of the extraordinarily profitable investment on the results. For simplicity, It is also assumed that there is no time value for the money and no dividend will be paid before t2. If the project is rejected at t,, the intermediate earnings, I, will be kept in the firm and its value at t2 will be equal to I. Effects of Management Compensation Schemes on Corporate Investment Decision Overinvestment versus UnderinvestmentA risk neutral investor should invest in a new project if it generates a positiexpected payoff. If the payoff is normally or symmetrically distributed, tinvestor should invest whenever the probability of making a positive earninggreater than 0.5. The minimum level of probability for making an investment the neutral investor is known as the cut-off probability. The project will generzero expected payoff at a cut-off probability. If the investor invests only in tprojects with the cut-off probability greater than 0.5, then the investor tendsinvest in the less risky projects and this is known as the underinvestment. Ifinvestor invests the projects with a cut-off probability less than 0.5, then tinvestor tends to invest in more risky projects and this is known as thoverinvestment. In the paper, it is assumed that the atomistic shareholders risk neutral, the manager and controlling shareholder are risk averse.It has been argued that risk-reduction activities are considered as managerial perquisites in the context of the agency cost model. Managers tend to engage in these risk-reduction activities to decrease their largely undiversifiable "employment risk" (Amihud and Lev 1981). The finding in this paper is consistent with Amihud and Lev's empirical result. Managers tend to underinvest when they have higher shareholdings and larger profit sharing percentage. This result is independent of the level of debt financing. Although the paper can not predict themanager's action when he has a large profit sharing percentage and the profit cashflow has high variance (X > I), it shows that the manager with high shareholding will underinvest in the project. This is inconsistent with the best interests of the atomistic shareholders. However, the underinvestment problem can be mitigated by increasing the financial leverage.The results and findings in this paper provides several testable hypotheses forfuture research. If the managers underinvest in the projects, the company willunderperform in long run. Thus the earnings can be used as a proxy forunderinvestment, and a negative relationship between earningsandmanagement shareholdings, stock options or profit sharing ratiois expected.As theunderinvestment problem can be alleviated by increasing the financialleverage, a positiverelationship between earnings and financial leverage isexpected.在一个公司由于所有权和控制权的分离的代理问题存在的文献中得到了广泛的研究。
薪酬设计论文 外文文献
毕业论文材料：英文文献及译文课题名称：薪酬体系专业工商管理学生姓名班级 B 工商 072学号指导教师专业系主任完成日期二零一一年三月The Changing Pattern of Pay and BenefitsTudor, Thomas R, Trumble, Robert R Journal of Compensation & Benefits/May/2008Today, many companies still base their reward systems on the 1950s compensation model made popular during the brief period when U.S. companies dominated the world. With todays increasingly competitive environment, however, companies must look more closely at the cost-benefit of rewards, instead of just using them in an attempt to reduce employee dissatisfaction. Companies must provide short-term motivation and encourage employees to develop long-term skills that will aid the company. Most importantly, companies must also attract and retain high performers, instead of alienating them with pay systems that give everyone pay increases without regard to levels of performance. For example, such new compensation approaches may include skill-based pay, gainsharing plans, and flexible benefits systems.Traditional compensation approaches are still often modeled on the centralization-based organizational model, in which decisions were made at the top and management rigidly defined tasks. However, with global competition becoming an increasingly prominent issue, companies need reward systems that match their movement to decentralized structures. Larger numbers of companies are also becoming very aware that they cannot just pass additional compensation costs onto future customers. Today, our pay systems must move in step with the participative-management trend by becoming more flexible instead of remaining fixed. This adjustment involves many factors including shorter product life cycles, a need to be more flexible, a need for workers to continually gain additional skills, and for them to think more on the job.In today's most successful companies, employee rewards and benefits are increasingly incorporated into an organization's strategic planning. Why? The rationale is that employee compensation has a substantial impact on the long-term financial position of a firm. Compensation structures should consider an organization's strategic requirements and should match organizational goals. Compensation strategic planning should involve:consideration of the internal and external environment; and creation of an organization's compensation statement, compensation goals, and the development of compensation policies.Today, one strategic compensation trend is the use of pay incentives instead of the traditional, annual “everybody gets” pay increase. The rationale is to control costs and to more closely tie performance to compensation. We can group the changing pattern of compensation into two general areas: Pay Method Trends and Benefits Trends. Human Resources managers should familiarize themselves with these changing trends and determine the plan that is most suitable for their organization.PAY METHOD TRENDSThere are a number of pay methods available for use by employers, including general pay increases, cost-of-living increases, merit pay, bonuses, skill-based pay, competence-based pay, CEO compensation, gainsharing, and various types of incentive pay.General Pay IncreaseA general pay increase is a pay increase given to everyone in a company. It can be a lump-sum payment, but it is more likely to be a percentage increase in base salary. The employer's rationale for the pay increase may have been the result of a market survey, job evaluation, or just a profitable year. The trend, however, is for general increases to decline as pay-for-performance systems become increasingly dominant. In addition, giving everyone the same raise sometimes decreases morale because high-performing employees see poor performers getting the same reward.Cost-of-Living IncreaseCost-of-living increases are general pay increases triggered by a rise in an inflation-sensitive index, such as the consumer price index or the producer price index. As with general pay increases, the use of cost-of-living pay increases is decreasing among companies. The rationale for this decrease is that with lower inflation (thus little change in prices), incomes are more stable and the need for inflation adjustments is not as great as it was in the past. In addition, collective bargaining agreements are now less likely to include provisions for cost-of-living increases, so nonunion firms are not under as much pressure to provide them in an attempt to match union-negotiated compensation. Their decline can also be attributed to the fact that employers are moving away from pay systems that are nonperformance related.Merit PayMerit pay is another generic term in which pay incentives are given for overall job performance.²Some problems frequently encountered with merit pay plans include:∙the use of subjective criteria when measuring employee performance;∙ a lack of uniform standards for rating individual employees;∙differences among managers in how to make individual ratings.Merit pay was the first attempt by firms to create a pay-for-performance system. However, due to employer (and employee) dissatisfaction with merit pay plans, the trend is to eliminate them and instead use pay-for-performance plans that are more objective (such as bonus plans), and that use specific performance measuring criteria that aid in the performance appraisal process.³ This trend includes both the private and public sectors, because the merit pay system in the federal sector has also been inadequate.BonusA bonus is a generic term involving a type of pay-for-performance plan. Managers can give a bonus for individual or group performance, and for meeting objectives such as MBO (management by objectives). Researchers and practitioners have given these plans high marks for motivating employees, for creating loyalty, and for meeting performance objectives. In addition, bonuses reduce the turnover of high-performing employees and increase the turnover of low performers, who do not get bonuses. If the bonus system is well-designed, they also create internal equity. As such, bonus systems (pay-for-performance) are the current trend in compensation.Skill-Based PaySkill-based pay emphasizes a company's desire to increase the skills and knowledge of its workforce. It may involve classes, voluntary job rotation, or tests. Itsbenefits are many, including having trained people available to do a job if someone is absent. Skill-based pay also works well with quality circles because:∙it provides employees with a better understanding of the jobs their coworkers perform;∙it reduces resistance to restructuring or other needed changes;∙it leads to a more flexibleworkforce that can better adapt to new technologies or processes; and it encourages a learning environment.It does, however, require a large investment in training which can be expensive.Competence-Based PayCompetence-based pay (the grid system) is very new and does vary from plan-to-plan. The idea is not only to reward employees for how well they do a job, but for how they do the job. For example, a competence-based pay plan can be used to persuade workers to use the computers that are sitting on their desks, or to adapt to other changes that come along. The rationale behind a competence-based pay plan is to keep employee skills current.CEO CompensationThe compensation of CEOs (and other top executives) has also been changing, and now includes more pay incentives—such as stock options—to better link performance with compensation. Plans linking executive pay with performance may include stock options, cash bonuses, phantom stock, or deferred compensation, all of which are ways of making top management more accountable for company performance. Today, performance considerations are a larger part of executive compensation. The Securities and Exchange Commission also requires corporations to explain the rationale behind their executive compensation programs to shareholders.GainsharingGainsharing is a pay-for-performance plan in which “gains” are shared with employees for improvements in profitability or productivity.Gainsharing plans are designed to create a partnership with employees so that both management and labor are working toward the same goals and that both groups are benefiting from the results. Gainsharing is a growing trend, and it fits well with other trends, such as participatory management, worker empowerment, and teamwork. It is also being used in many service businesses, such as banking and insurance. Gainsharing encourages employee involvement and acceptance of change, and aligns employee goals with company goals.Five Types of Pay IncentivesWhile all pay incentives can be generically coined as “gainsharing,” we will briefly mention five types:1.ESOPs. Employee Stock Ownership Plans allow the sharing of gains throughdividends and any increase in the value of company stock. ESOPs do create ownership in the company for employees that may result in additional motivation, but they do not necessarily have a participative-management component.2.Profit-Sharing Plans. Profit-sharing plans allow employees to share in the revenuethey helped generate. This sharing can be either deferred or immediate. Some observers argue that associating rewards and performance is difficult if managersonly give rewards annually, and that perhaps employees should not share in the profits because they do not share in the risks. However, companies such as Lincoln Electric and Ford feel that profit sharing is a strong inducement to increase performance. The current rate of growth of these plans is significant. For best motivational results, companies should use a system that is based on some criteria that employees understand, instead of just an arbitrary amount. The advantage of profitsharing plans is that employers do not have to pay a large sum of money if the profit target is not met.3.Scanlon Plans. Scanlon plans allow employees to share in any savings in laborcost (using a ratio) that is due to their increased performance. The rationale for ScanIon plans is to help employees identify with and participate in the company.Employees participating in such plans may have access to suggestion programs, brainstorming sessions, or committees to solve production problems. The employer and the employees then share in the savings that result.4.Rucker Plans. Rucker plans allow employees to share in any improvement in theratio of employee costs to the valued added in manufacturing. This is the most complex gainsharing plan, because it deals with four variables: labor costs, sales value of production (changes in equipment, or work methods, for example), purchases of outside services such as subcontracting, or utilities, and purchases of outside materials, involving “inventory, theft, and so on”. Rucker plans are designed to give employees a stake in areas such as reducing labor costs, using raw materials, and outsourcing decisions. As such, everyone shares in the savings.5.Improshare Plans. Improshare plans allow employees to share in productivitygains that occur because of their efforts.[sup5] Following the Improshare approach, managers give bonuses when the actual hours for a specific amount of productivity are less than the standard that they created using a formula. The savings are split between the company and the workers, in a ratio such as 50⁄50. CHANGES IN BENEFIT PLANSChanges in benefit plans have occurred as a result of efforts to keep up with trends, to contain costs, and to meet government regulations. Employees often view benefits as an entitlement, and their cost—which has steadily increased—now averages 36 percent of total wages. The trend is to get the most out of benefits, while keeping costs down. For example, employers do not want to pay for any overlap of coverage, or to pay too much for coverage. As their costs continue to go up, employers are now starting to question how much employees value their benefits. For example:∙Do they support recruitment, motivate, and retain good employees?∙Do they support the strategic mission of the firm?∙Do proposed benefits support the company's retention goals and the demographics of potential recruits?∙Do they support the company culture or the culture the company now wants to promote? A movement now exists among employers for measuring benefit results and continuously evaluating benefits. A focus on Total Quality Management makes the internal employee the customer of HR departments who have the product of “benefits.” HR departments want to sa tisfy thecustomer, but are also benchmarking and quantifying each benefit. The strategic trend is to design benefits to make it easier to realize the corporate mission and to enhance the value of the benefits offered. Another major trend is offering flexible benefits where employees make benefit decisions to fit their lifestyles.401(k) PlansToday, 401 (k) plans are popular retirement vehicles because contributions are made on before-tax basis and investment earnings are tax deferred. They also address the trend of more mobile employees, who do not stay with a company for their entire working lives. With 401 (k) plans, employee accounts can be transferred to another company's plan or to an Individual Retirement Account. A company can also establish 401(k) plans without providing for employer matching contributions, so the only employer cost is for plan administration.Managed Care PlansManaged care plans, such as Preferred Provider Organizations (PPOs) and Health Maintenance Organizations (HMOs), are a growing benefit trend away from traditional medical insurance. These plans often include preventive maintenance features that attempt to treat illnesses earlier to avoid higher costs. Although they have disadvantages, they are designed to save benefit expenses. And, due to the of rising cost of health care, companies can no longer afford to write a blank check to cover their employees' health care costs. So, they are requiring employees to pick up a portion of these costs by shifting more of the premium burden to employees, and⁄or increasing deductibles.Prepaid Legal ServicesPrepaid legal services are new plans in which legal expenses are paid before the services are used. The growing number of lawsuits in this country has sparked demand for this type of benefit. A company may offer this benefit if it wants to protect its employees from the threat of litigation, so that their minds are on their work. Or, it may offer this benefit to keep up with its competitors who are offering such plans. At this point, it is too early to tell how popular prepaid legal services plans will be in the future, though it is possible that they will be offered as a flexible benefit option.Dependent-Care AssistanceDependent-care assistance is also a new benefit whose popularity is growing. Companies are beginning to recognize that in todays economy, both parents often work and that many workers are raising children in single-parent households. This benefit can help attract employees and reduce turnover because parents do not like to make changes if their child-care provider satisfies them. In addition to caring for children, many employees are responsible for the care of elderly parents or other relatives. Eldercare is a benefit that addresses this need, and allows employees to stay focused on work instead of worrying about their parents. Dependent care assistance is likely to be increasingly offered as an option in flexible benefit plans.Wellness ProgramsWellness programs are designed to reduce sick-leave and medical expenses. These programs may include exercise, nutrition, stress reduction classes, as well assmoking and substance abuse help. Why the popularity of wellness and counseling programs? Studies show that lifestyle and diet impact illness, and that counseling programs can help curtail other higher cost benefit usage.In linking benefits to a corporate strategy plan, employers want to:∙help employees to lower their health costs;∙reduce turnover of good employees; and∙increase productivity.A company's HR department can perform audits to make sure that a wellness program is a valued added benefit.Flexible Benefit PlansFlexible benefit plans are increasing in number because the needs of workers are more diverse today. The rationale behind these plans is to increase employee satisfaction, reduce turnover, and decrease expenses to employers. Flexible benefit plans can also help employees realize the value of their benefits. The cost to administer these plans may be higher than with standard benefit provision, but flexible benefit plans can save money by not providing a specific benefit to an employee who does not want it. Flexible benefit plans support workplace diversity and changing employee demographics by allowing employers to offer a variety of benefits to their workers.Frequently included in flexible benefit plans are salary reduction features that enable employees to divert pretax dollars into nontaxable benefit choices. If an employer needs to reduce costs because of low profits one year, it can lessen its contribution to benefits, but still allow employees to direct where they want their benefit dollars to go, instead of making across-the-board cuts in coverage.Flexible benefit plans also put a price on benefits, which helps makes employees aware of their actual cost—a fact often taken for granted. Flexible benefit plans help to equalize benefits provision because one employee may want a child-care benefit, but an older employee may want more life insurance coverage. These plans tend to have a positive impact on employees and are more cost-effective to employers.Flexible benefit plans also:∙reduce the entitlement mentality that has become associated •with the provision of many benefits;∙better associate benefits with direct compensation; and∙fit well with the trend of more employee involvement in company decision-making.Outplacement Benefit PlansOutplacement benefits plans provide support for terminated employees, and in turn show the remaining employees that the company is trying to be fair. Such plans may include office space, resume writing assistance, and employment counseling, among other benefits. These plans are designed to reduce termination litigation and to help maintain the morale of remaining employees.外文翻译：工资和福利的变化模式都铎，托马斯R，特朗布尔，罗伯特《薪酬与福利杂志》现在,很多公司还在以1950年代的补偿模型作为他们报酬系统的基础,这一模型曾经流行于美国公司称雄世界的短暂时期.然而现在随着行业环境竞争的愈加激烈，公司必须更加关注报酬的成本效益分析，而不是仅仅试图使用它来减小雇员的不满。
工商管理专业企业薪酬管理中英文对照外文翻译文献
企业薪酬管理中英文对照外文翻译文献(文档含英文原文和中文翻译)Enterprise Salary Reward Management Salary the overall function of function and the management of human resource that rewards is consistent also for is can attract and encourage the human resource needed by enterprise from labor economy angle speak salary reward have 3 great merits can: guarantee function, encourage function and regulation function. Referring to the angle of the management of human resource salary reward should embody and play mainly it's encourage function the salary with reasonable establishment reward management system is every problem that enterprise needs solve. In recent years, as enterprise manages , mechanism change and establish modern enterprise system step by step needs, the built-in wages degree of assignment system of enterprise the self who changes enterprise into gradually from government behavior. Therefore how to meet market needs establish with modern enterprise system appearance the supplemental salary, that suits enterprise self development reward management system and distribution scheme, high limit land development enterprise human resource Ian can, become every important program of current Chinese enterprise.Salary the substance that rewarded , it is that enterprise, for employee, is the contribution done by enterprise that function and purpose salary reward , include realization Jig effect , the corresponding repayment and that effort, time, knowledge, ability, experience and creation pay that paid out or thank. Essentially, it is a kind of fair distribution principle that exchanges or trades and has embodied socialist market economy. And according to contribution distribution for implicit the meaning of the exchange of equal value of intrinsic, have reflected the law of value of the market of labor force.Salary the overall function of function and the management of human resource that rewards is consistent, it is also to be able to attract and encourage the human resource needed by enterprise. Say from labor economy angle, salary reward have 3 great merits can ─ guarantee function, encourage function and regulation function. Referring to the angle of the management of human resource salary reward should embody and play mainly it's encourage function.The existent problem of the traditional wages degree of assignment system is internal to lack fair sense, the external income degree of assignment system that lacks the traditional state-owned enterprise of competition ability major special Zhen is implement planned instruction and policy regulation, wages management system from in the restriction that gets planned economy , employee Ian can reality play will not often arouse the notice of people, so, the distribution of wages is major to wait according to standing, educational background, title and administrative rank, and overlook as every employee does , work analysis, do not more consider the discrepancy of working post and the contribution of employee.For realizing enterprise goal fully. It is very fair that this kind of system look , but actually is for working value negate , is hard to embody trunk the good dry difference of bad, horizontal difference in degree, its result can only be the "everybody eating from the same pot" of equalitarianism. Therefore under market economic condition continue this kind of practice Hour fruit is enterprise recruit do not enter person also reserve do not live person, is internal to lack fair sense , is external to lack competition ability.Salary reward is the contribution that enterprise does for employee for enterprise, include realization Jig effect, the time, knowledge, ability, experience and creation and effort that paid out are corresponding as paying to repay or thank , are a kind of fair distribution principle that exchanges or trades and has embodied socialist market economy essentially, and according to contribution distribution for implicit the meaning of the exchange of equal value of intrinsic, have reflected the law of value of the market of labor force.On knowledge with the mistake district in operation pass , the function understanding that rewarded for salary on pass frequently in quite, notice salary only the function of health protection that rewards , and have overlooked salary reward encourage function. No matter going to work , do not perform duty from time to tome , have to enterprise to make contribution, " go to work to take money" have become perfectly justified; Bonus in considerable level on have lost the meaning of award, become regular additional wages. What enterprise employee accumulates for a long period is that inertia and safe sense make salary reward and have lost, should be some to encourage function. Though along with enterprise, being thorough as reforming , the manager of human resource also begins to explore new method on salary rewards system , but when designing distribution scheme often lack for modern salary reward the knowledge of theoretical and design method, make scheme deviate from the law of value of the market of labor force.Now, in the wages system of state-owned enterprise and the most of domestic joint stock companies, do not consider that outside and the internal balance of distribution are balanced. The management of human resource replace labor personnel management not the simpledisplacement of noun, it signifies that from thought and theory, the method of arriving is basic as utilizing to change. Thus each manager must meet the development of socioeconomic culture; system accepts new management thought, theory and method, sets up the brand-new management concept of human resource.Design salary scientifically to reward the distribution scheme Japanese economic friendship association of central section encourage condition for the first big small and medium sized business to third production department carry out investigation, show as a result: In initiating vigor factor wages the only row position of 8th, and in weakening vigor factor, wages row is in the first place. It is been wages high that this explains and can not initiate vigor, and wages low definite reduction, vigor, therefore the difference in degree of pay for promote employee enthusiasm aspect influence great. Now a lot of western companies in salary reward aspect the experience of having explored some successes , share for example profit , profit share , stock option, employee holds share plan ( EOSP ) , is balanced to tally to block , key Jig effect index and group team spirit, and when establishing salary to reward policy, have considered the relation of short period, mid-term and long-term pay fully , and design for special talent " special salary reward scheme ", purpose is to make salary reward distribution scheme with encourage machine made , arouse creativity and the working enthusiasm of employee group team fully.Reward salary to fit into market economic category manage will salary reward fit into market economic category manage , from the distribution mechanism, 3 distribution management big aspects and degree of assignment system, carry out bold innovation. The degree innovation of assignment system is basic, distribution machine made innovation is crucial, management innovation is basic.Establish in order to press Lao distribution is main part. According to the salary the distribution of factor of production reward distribution structure establishment press Lao distribution with press factor of production distribution combination get up salary reward the degree of assignment system, it is the inevitable requirement of the development of socialist market economy, therefore modern enterprise salary reward distribution structure should be with press Lao distribution is main part , press Lao distribution with press factor of production the basic general layout distribution. Part is the income degree of assignment system in the row in cost, part is in tax Hour the degree of essential factor of assignment system of row in profit, make salary reward the technical, knowledge capital profit of distribution scheme design and employee labor income and employee appearance suit.Lead into market distribution mechanism, make the market and price of labor force conform the market price of labor force is the market labor rate that forms through marketcompetition, is decided by the supply demand relations of labor force. Therefore when designing salary to reward distribution scheme, will consider the market price of labor force, establish the price system of labor force of different post, post and related enterprise, regard it as the basic salary of enterprise inside to reward San shine standard, with the fully embodiment value of labor force, guide the reasonably floating and optimization disposition of labor force.Consider both enterprise benefit, establish the high benefit capital of senior engineer, the distribution idea of low being it low wages press Lao distribution must be the benefit distribution that created according to labor, if a product that worker offers (service) the needs that can not satisfy society, that Me him can not get the labor pay that reflects with market price, therefore must consider both the economic benefits of enterprise.According to employee working ability and accomplishment, pull open distribution gap reasonably, hang pay and contribution ability finger working complete level, through the goal reached or the effect realized, the latent ability that reflects and has denotes knowledge with ability synthesize to gr asp level as well as experience accumulation level. Salary the role that rewards for is will encourage employee all abilities of having self play, but these abilities must be level and the knowledge of place post first needs. Work accomplishmentwork Jig the size of effect, from the difference in ability can difference. Therefore the pay that worker gets should not be also identical. It is for enterprise, what is beneficial to it really is that the actual labor accomplishment of worker, therefore contribute big have to serve move should get higher pay.Establishment the salary " found on people " reward the system Japanese Hamburg shop of McDonald’s can give employee family members every year always the bonus of a considerable number; When they pass birthday, can send person to send last fresh flower. American chain hospital company in salary reward payment in much a extra bonus ─ " have oxygen sport challenge plan ", employee must reach every month minimum standard as jog 30 miles, play wall ball for 15 hours above etc., can be just qualified bonus. Haier in salary reward the system design of payment aspect is difference " the horse in 1000 the competitive platform " it is not same to put up and have built " ", as ordinary employee carries out , " 3 works coexist , development conversion " ─ excellent worker, qualified worker and trial worker, enter factory worker all recently have certain probation period , expire acceptable turn for qualified worker, otherwise, excellent worker turns probably because of working fault, is qualified worker or trial worker. It is 4 level development checks that according to excellent middle-level administrator, what Haier carry out is taking regularly check result as basis, it is " give your a ship, advance or retreat to float Sheen lean self " to design for the base salary ofbrainpower, according to the commission of economic benefits that new product gets in the market, get salary to reward.It is identical that the effect of leading work depends on the campaign in subordinate mainly, but each subordinate does not let in the aspects such as ability and wishes. Therefore leader must so implement different leading way as subordinate is going to analyze and find out discrepancy carefully , then can get the leading effect of the best. It is also such toreward systematic design for salad rye, employee demand has discrepancy, different employee or same employee in not at the same time wait demand possible difference. Forlow wages crowd, the role of bonus is very important; For taking in higher crowd especially knowledge share is with management cadre , promote post , respect personality, appointment title and encouragement the freely degree etc. of innovation and work look more important; For being engage in , it is heavy, dangerous. The physical labor with bad environment staff, the possibilities such as labor protection, labor condition and post subsidy are effective. Therefore to make salary reward system to develop larger effect, first want the needs for employee have ample understanding. If leader wants to make encouraging level for subordinate reach the biggest demand that melts and must value them, knows the variation of demand and makes positive reaction, embody really found on people thought.企业薪酬管理薪酬管理的功能和人力资源管理的功能总体来说是一致的。
薪酬管理体系中英文对照外文翻译文献
薪酬管理体系中英文对照外文翻译文献XXX people。
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XXX。
XXX them to perform at their best。
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a poorly designed salary system can lead to employee n and XXX。
which can XXX.To design an effective salary system。
XXX factors。
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the enterprise's size and stage of development。
and the specific needs and goals of the XXX。
XXX.3 XXXXXX。
XXX incentives can help align the XXX with those of the enterprise and its shareholders。
XXX to perform at their best.When designing equity incentives。
企业薪酬体系设计外文文献翻译中文字数3000多字
企业薪酬体系设计外文文献翻译中文字数3000多字The success of any management strategy is dependent on the people who make up an XXX any enterprise。
and the XXX。
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retain。
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XXX enterprises。
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with a particular XXX.2 The Importance of a Well-Designed Salary SystemA well-designed salary system XXX。
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XXX。
and increase productivity。
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a salary system that is XXX。
it XXX to design a salary system that aligns with their business objectives and values。
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薪酬制度建设中英文对照外文翻译文献(文档含英文原文和中文翻译)论独立董事制度的建设[关键词]独立董事直接薪酬间接薪酬激励与约束[摘要]本文拟从薪酬制度对独立董事的激励与约束效应的视角，就独立董事人员选任、薪酬制定、绩效考核、薪酬兑现、监督机制和保障机制等几个方面对直接薪酬制度与间接薪酬制度进行比较，以期更好地完善独立董事薪酬制度，强化对独立董事的激励。
目前国内外上市公司在实务中对独立董事薪酬都是采取直接薪酬制度，但是直接薪酬制度在我国的实践效果却不尽如人意，在解决内部人控制问题、维护中小股东权益方面没有发挥应有的职能。
随着直接薪酬制度的弊端日益显露，有学者建议实施间接薪酬制度。
本文将通过对两者的比较，特别是从激励与约束的角度来分析独立董事薪酬制度的完善方向。
一、直接薪酬制度与间接薪酬制度概述直接薪酬制度，指独立董事以外部人身份介人公司事务，却同公司内部人一起从公司直接领取薪酬。
而间接薪酬制度下独立董事虽以外部人身份介人公司事务，履行监督内部人的经营决策、提高决策的科学性、保护中小股东权益和其他利益相关者利益等职责，其劳动报酬却不从公司直接领取，而由非营利性的自律性行业组织根据一定的规章发放。
间接薪酬制度的设计者认为，间接薪酬制度下独立董事真正成为公司的“外部董事”，其不直接从公司领取报酬。
这种制度割断了独立董事对上市公司心理上的依附感和与之过于密切的经济联系，从而能切实保障独立董事的独立性，对独立董事开展工作也是一种很好的支持。
二、两种薪酬制度在激励与约束效应上的比较1.独立黄事人员选任方面。
直接薪酬制度下，独立董事从提名到选任一般由公司内部人决定，各家公司各选各的，没有一个统一的规定，致使独立董事素质参差不齐。
间接薪酬制度下，行业组织的引人使独立董事的人员选任不仅有统一的进入门槛，而且选任条件更加严格，行业组织负责独立董事职业资格的认定、后续的职业培训和向上市公司推荐独立董事候选人，改变了直接薪酬制度下由公司自行决定独立董事人选的做法，这也能够推动独立董事市场的形成，加速独立董事市场的完善。
相比之下，间接薪酬制度下独立董事的选任程序公开、透明，独立董事进人公司后可以安心开展正常工作，没有后顾之忧。
而直接薪酬制度下的独立董事则可能在工作中碍于公司大股东的情面而瞻前顾后，被束缚了手脚。
2.薪酬的制定方面。
(1)薪酬制定方的比较。
间接薪酬制度下，由行业组织根据上市公司的具体情况负责制定上市公司独立董事的薪酬标准，指标统一又不乏弹性，不会再像直接薪酬制度下独立董事薪酬由公司内部人随意决定甚至不付薪酬，独立董事的付出与报酬不对等的局面也会得到改善。
总体而言，间接薪酬是对独立董事工作的肯定，对独立董事能起到很好的物质激励作用，能极大地调动独立董事的工作积极性。
这种规定表现在约束上则相对隐蔽，主要是如果独立董事不尽职勤勉，通过行业组织的监督或者独立董事工作的反馈，他就有可能拿不到最基本的物质补偿。
(2)薪酬制定程序的比较。
通常认为程序的公平胜过结果的公平，间接薪酬制度在这方面就优于直接薪酬制度。
上市公司将独立董事在公司的考勤以及参与决策的情况报送给行业组织，再由行业组织统一确定各家公司独立董事的薪酬。
这样在最终兑现时，与直接薪酬制度下由大股东确定薪酬的随意性相比，客观性增强，独立董事所能得到的薪酬完全由其工作表现决定。
3.绩效考核方面。
在这一方面，间接薪酬制度更多地注重中小股东的参与，这主要是由于独立董事是旨在维护中小股东利益的，那就必须由他所代表的人群来参与评判。
目前关于独立董事绩效考核的讨论较少，有一种观点认为可以通过上市公司的网站开辟独立董事信息园地，结合上市公司信息披露制度，向全体股东和社会公众公开独立董事的有关工作情况，同时参考中小股东的意见和社会反应来进行评判。
不过，这里面存在的问题是，中小股东获得的信息是否充分，他们又是否能对信息进行适当解析。
所以采取这种方法的实践效果会不会优于直接薪酬制度下完全由公司内部考核的效果还很难分辨。
但是可以肯定，间接薪酬制度下的考核会比直接薪酬制度下的考核更公开，能够让中小股东了解被维权的情况，也时刻提醒独立董事注意自己的使命和职责。
另外，比较常见的绩效考核方法是发挥声誉机制的作用，这是典型的激励与约束并重的方法。
因为如果独立董事在公司中表现出了应有的客观与独立，表现出了卓越的控制和决策能力，无形中将提高其声誉，增加其人力资本的价值。
独立董事顾及自身的声誉，便不与管理者共谋，而会尽量利用自己的独立地位，客观公正地办事，以向外界传递有利于自身价值的信号。
这就是说，一个优秀的独立董事，必然会努力维护其作为企业经营监督者的声誉。
而如果其不尽心尽职的话，声誉一旦受损，则会导致巨大的机会成本。
4.薪酬兑现方面。
在薪酬兑现方面，间接薪酬制度下行业组织与上市公司各有分工，即薪酬由行业组织发放，但由上市公司承担。
这与直接薪酬制度是明显不同的，直接薪酬制度下独立董事从公司获得的收益是在暗箱中操作的。
实行间接薪酬制度后，独立董事与公司之间的给付受到中立的第三方的透明化监管，从而可最大限度地阻止灰色收人的产生。
这种透明化的间接薪酬制度是对证券市场“公开、公平、公正”三大原则的维护。
这种薪酬兑现方面的激励与约束效应和薪酬制定方面有异曲同工之妙，看似是对独立董事的明确激励，也暗藏着对他们的约束，只是这种约束的结果是滞后的。
这是因为激励与约束对公司治理而言本身就是相互配合、无法取舍的有机整体，这一点对独立董事制度依然适用。
一方面，激励与约束的区分十分微妙。
以给予独立董事固定津贴为例，这些固定津贴或许只能使独立董事感觉“没有不满意”，也就是所起的是一种约束作用，而丝毫没有激励作用，直接薪酬制度下把给予报酬一股脑认定为是激励，显然是不科学的。
另一方面，激励本身就是一种约束，某种机制的激励作用越大，其约束作用也就越大。
当激励独立董事去履行其职责、提高其声誉时，也就是在约束独立董事不要读职，毕竟独立董事的时间和精力是有限的，而且放弃激励的机会成本也是巨大的。
5.监督机制。
事实上，间接薪酬制度下，有效的监督体现在独立董事薪酬制度的每一个环节，不仅涉及物质方面，也涉及非物质方面，如对声誉、地位的影响。
而直接薪酬制度下，很难做到这一点。
这种情况不单纯是人的原因，更是一种不够完善的薪酬制度造成的，而制度的完善是比一般的技术指标的改进更能提高效率和促进经济增长的。
比如，间接薪酬制度下可以根据股东大会、上市公司管理层和行业组织的综合考评，决定独立董事的薪酬和奖励，最后由行业组织按一定规章执行。
行业组织应将各个独立董事的薪酬情况予以公布，并详细介绍各个独立董事的任职业绩，还应聘请会计师事务所等对其每年的账目进行审计，同时将审计结果予以公布。
6.保障机制。
间接薪酬制度下，行业组织代表独立董事与公司订立合约，并作为投保人为独立董事群体投办风险责任险，形成一种责任保险制度。
这种责任保险制度对独立董事而言应该是必要的。
在直接薪酬制度下，上市公司内部人自行聘任独立董事，一旦独立董事玩忽职守就会给公司广大投资者和利益相关者的利益造成损害。
事后根据法律追究独立董事的责任时，作为个人而言，独立董事往往无力承担损失。
况且，让独立董事过重地承担经济赔偿责任的法理基础尚不十分充分，同时还会打击独立董事群体的工作积极性和创造性。
间接薪酬制度引人行业组织则有助于防范各方的风险，一方面可以使独立董事感受到团体的关怀;另一方面由行业组织作为投保人为独立董事投办风险责任险，这不仅可以降低独立董事个人的责任风险，而且有利于保护公司股东和利益相关者的权益。
这些措施能够使独立董事不再碍于上市公司管理层或是大股东的情面，不用额外担心个人的责任风险，而以一种更加独立和负责任的姿态来面对公司事务。
这样的激励与约束能够很好地互补，是优于直接薪酬制度下没有实质内容的激励与约束的。
三、两种薪酬制度的激励观念直接薪酬制度与间接薪酬制度在激励与约束效应上的不同，一方面是因为薪酬制度本身内容有所不同，于是客观上就导致了激励与约束效应的不同，另一方面是因为两种制度对激励与约束本身的认识有所不同。
直接薪酬制度主要强调激励对独立董事的作用，认为现阶段独立董事之所以工作质量、工作积极性不高，是因为缺乏激励特别是物质上的薪酬激励，而忽视对独立董事履行职责的约束。
从现实中很多学者提出的改进建议中就可以清楚地看出这种思路。
比如:针对薪酬内容单一的问题，提出将薪酬内容多元化，除既有的固定津贴外，还给予股票期权等;在具体支付上，可以采用延期支付计划等。
这些措施有一定的效果，但仅通过这些就指望独立董事同与自己利益不相关的中小股东同心同德，为其尽心工作，实在是不现实的。
而间接薪酬制度则不同，它寻求制衡与激励间的相对合理平衡，而且强调的是制衡，突出独立董事的独立性，特别是经济上与利益相关者的独立，突出独立董事的职责和义务。
在激励方面，之前提到的行业组织就是一个很好的激励载体。
行业组织负责独立董事职业资格的认定，负责向上市公司推荐独立董事候选人，负责与上市公司签约;在责任保险制度中，由行业组织作为投保人为独立董事群体投办风险责任险。
所有这些措施都能够使独立董事以一种更加独立和负责任的姿态来面对公司事务，从而有利于维护公司整体利益和股东们的权益。
独立董事薪酬问题可能是独立董事制度中争议最多、最难解决的问题。
薪酬问题的妥善解决关系着独立董事制度在我国的顺利实施，也关系着与独立董事制度相关的其他制度的合理制定与顺利推行。
Concerning the construction of the system ofindependent directors[Keywords] indirectly pay direct compensation of independent directors incentives and constraints[Abstract] This paper from the pay system of independent directorsincentive and restrictive effects of perspective, choosing the personnel of the independent directors, compensation development, performance appraisal, pay cash, supervision and safeguard mechanism, and several other aspects of direct and indirect remuneration system compare the pay system to better improve the salary system of independent directors, and strengthen the incentives of independent directors.In practice, at home and abroad in listed companies pay for independentdirectors is to take direct pay system, but the pay system directly to the practice effect in China is not satisfactory in solving the problem of internal control to safeguard the rights and interests of minority shareholders should not play functions. With the drawbacks of direct pay system is showing, and some scholars have suggested the implementation of indirect compensation system. This article on the comparison, especially from the perspective of incentives and constraints to analyze the Independent Director System direction.First, direct and indirect compensation system pay system overview.Direct pay system means the identity of the independent directors of intervention by external affairs of the company, but together with the company to receive compensation directly from the company. And indirect compensation of independent directors under the system, although the identity of intervention by external affairs of the company, to perform oversight of the insider business decisions and improve the scientific nature of decision making, protection of minority shareholders rights and interests of stakeholders other duties, their remuneration is not received from the company direct, and self-discipline from the non-profit trade organization based on certain rules and regulations issued.Indirect remuneration system designers that indirectly pay system truly independent directors under the company's "external directors", which does not receive compensation directly from the company. This system cut the independent directors of listed companies, and with it a sense of psychological attachment too close Economic links, which can effectively protect the independence of independent directors on the work of independent directors is also a good support.Second, the two kinds of incentive pay system in comparison with the constraint effect onOne. Independently choosing the personnel aspects of yellow things. Direct compensation system, the independent directors elected from the general nomination to the decision by the company insiders, companies of all the election, and there is no single provision, resulting in uneven quality of independent directors. Indirect pay system, the introduction of Industry organizations to appoint independent directors who not only unified the barriers to entry, and more stringent conditions for selection, the Industry organization responsible for the independent directors of vocational qualification as follow-up of vocational training and independent directors to recommend candidates for listed companies who changed the pay system directly by the companies to decide candidates for the practice of independent directors, which also can promote the formation of an independent director of market and accelerate theimprovement of independent directors markets. In contrast, indirect remuneration system of elective procedures for independent directors under the public , transparent, independent directors into the safe after the company carried out work, no worries. and direct an independent director under the pay system is likely to work because of the substantial shareholder of the sensibilities and indecisive, and was shackled hand and foot.Two. Pay the formulation.(1) pay to develop side comparison. Indirect compensation system, listed companies by Industry organizations in accordance with the specific circumstances of the independent directors of listed companies is responsible for the remuneration criteria, indicators and no lack of flexibility in uniform, will never again be an independent director under the direct pay compensation system arbitrary decision by the company who do not even pay the salaries and remuneration of independent directors does not pay such a situation will be improved. Generally speaking, indirect compensation is a recognition of the work independent directors, independent directors can play a very good material incentives, can greatly mobilized the enthusiasm of independent directors. This provides constraints on the performance of the relatively subtle, mainly due diligence if the independent directors do not diligent supervision by industry organizations, the work of independent directors or the feedback, he may take less than the most basic material compensation.(2) pay to develop procedures for comparison. Generally considered better than the results of fair procedures fair and indirect compensation system in this respect, better than direct pay. The independent directors of listed companies in the company's attendance and participation in decision-making submit to the industry organizations, then the unified industry of independent directors determine the remuneration of each. This in the end kept, and under the direct pay system established by the major shareholder of the arbitrary pay compared to the objectivity of enhanced compensation can get independent directors completely determined by its performance.Three. Performance appraisal. In this regard, the indirect compensation system to focus more on the participation of minority shareholders, which was mainly due to the independent directors to safeguard the interests of minority shareholders, it must be represented by his people to participate in the evaluation. current performance evaluation on the independent directors to discuss less, there is a view that the listed company's Web site can open up an independent director of Information garden, combined with the Information disclosure system of listed companies, to all shareholders and the public about the work of independent directors, also refer to opinions of minority shareholdersand the social reaction to the judge. However, this is a problem there is that minority shareholders receive the Information is sufficient and whether they can properly parse the information. So the practical effect of this approach will not be optimal Under the direct pay system is entirely internal assessment results were difficult to distinguish. But certainly, an indirect assessment under the pay system than under the pay system directly to the assessment more open, to allow minority shareholders to understand the situation to be activists, but also time reminded the independent directors pay attention to their mission and duties. In addition, the relatively common method of performance evaluation is to play the role of reputation mechanism, this is a typical method of both incentives and constraints. because if independent directors in the company's objective should be demonstrated and independence, showed excellent control and policy-making capacity, potentially to improve its reputation and increase the value of its human capital. independent directors take into account its own reputation, and managers will not seek, and will try to use their independent status , act objectively and fairly in order to transfer to the outside world is conducive to signal their value. This means that a good independent director, will certainly hard to maintain its reputation as a business supervisor. and if it does not try their best case, once the reputation of damage will result in huge opportunity costs.Four. Pay cash on. In terms of cash compensation, indirect compensation system organizations and listed companies in each industry division, the remuneration paid by the industry organizations, but by the listed company. This is a direct pay system is obviously different, direct pay system independent directors under the income from the company operating in the black box. to implement the system of indirect compensation, independent directors and the company paid between the transparency by a neutral third party monitoring, which can maximize the income to prevent the generation of gray . This indirect remuneration system more transparent securities market is "open, fair and just" three principles of maintenance. reposted elsewhere in this paper for free download 's incentive and pay cash constraint effect and the pay-setting has the same purpose, appears to be a clear incentive for independent directors, also hidden on their constraints, only the result of this constraint is lagging behind. This is because the incentives and constraints on corporate governance in terms of itself complement each other, can not choose an organic whole, which is the independent director system is still applicable. the one hand, the distinction between incentive and restraint is very subtle. to give independent directors a fixed allowance, for example, the fixed allowance of independent directors may only make sense "Not satisfied" that is, played the role of a constraint, but in no way incentive, direct compensation system to provide incentive compensation is determined to fall into is clearlyunscientific. On the other hand, is itself an incentive kinds of constraints, a greater incentive mechanism, the greater its restraints. When the incentives of independent directors to fulfill their responsibilities and enhance its reputation, also an independent director is bound not to read the post of independent directors, after all the time and energy is limited, and the opportunity cost to give incentive is huge.Five. Oversight mechanisms. Indeed, indirect pay system, effective supervision and salary system of independent directors is reflected in every aspect, not only material, but also involving non-material aspects, such as reputation, status of. The system of direct compensation it is difficult to do this. This is not simply human reason, but also a less perfect result of the pay system and the system improved the technical indicators than the general improvement of Economic efficiency and better growth. For example, the indirect compensation system according to shareholders, listed companies and industry organizations, a comprehensive management evaluation, the independent directors determine the remuneration and reward, and finally by the implementation of trade organizations according to certain rules and regulations. industry organizations should be independent directors of each Compensation case will be published and details of the representation of independent directors each performance, but also hire an accounting firm audit its annual accounts the same time, the audit results made public.Six. Safeguards. Indirect compensation system, industry representatives and the company entered into a contract of independent directors and independent directors as an insured risk groups bidding to liability insurance, the formation of a liability insurance system. Such liability insurance system in terms of independent directors should be necessary. in direct compensation system, self-employed person listed company independent directors, independent directors if the company would neglect the interests of the majority of investors and damage the interests of stakeholders. ex post facto legal action under the responsibility of independent directors As an individual, independent directors are often unable to bear the loss. Moreover, independent directors bear the Economic powerhouse over the legal basis of liability is not yet full, while groups of independent directors will also work against the initiative and creativity. indirect remuneration system introduced industry organizations will help prevent the risk of the parties, on the one hand can make the body feel the care of independent directors; the other hand, by industry organizations as an independent director to vote for the Office of the insured risk liability insurance, which not only reduces the personal responsibility of independent directors risks, but also conducive to protect company shareholders and stakeholders interests. that these measures can not because of the independent directors or major shareholders of listed companies in the management of feelings, do not worry about the additional responsibilityof the individual risks, and in a more independent and responsible attitude to the face of corporate affairs. Such incentive and restraint can complement each other very well, better than the direct pay system is no substance under the incentive and constraint.Third, the concept of the two incentive pay system.Direct and indirect compensation system pay system in the incentive and restrictive effect on the different pay system itself is partly because the content is different, so the objective has led to different incentive and restrictive effect, on the other hand, because the two systems understanding of incentive and constraint itself somewhat differently. direct incentive pay system which emphasized the role of the independent directors, independent directors consider that the reason why the quality, enthusiasm for work is not high, because of the lack of incentive pay particular material incentives, and ignore the constraints of independent directors to perform their duties. from reality, many scholars put forward suggestions for improvement can be clearly seen in this line of thinking. For example: compensation for the content of a single issue, proposed to pay with a wide range, with the exception of existing fixed allowances, but also give stock options; the specific payment, you can use deferred payment plans. These have some effect, but only through these independent directors to be expected with their own interests with minority shareholders is not related to he Art and one mind, as The dedication is really unrealistic. and indirect compensation system is different, it seeks to balance and relatively reasonable balance between incentive and emphasize balance, highlighting the independence of independent directors, especially economic and stakeholders Independent, highlighting the duties and obligations of independent directors. In terms of incentives, industry organizations mentioned before is a good incentive carrier. industry organization responsible for the identification of vocational qualifications of independent directors, is responsible for independent directors to recommend candidates listed company, responsible for listed companies signed; in liability insurance system, insured by industry organizations as an independent director liability insurance risks of groups bidding to host. All these measures will enable independent directors to a more independent and responsible attitude to the face of corporate affairs, which conducive to maintaining the company's overall interests and shareholders interests.Independent Director Independent Director System problem may be the most controversial in the most difficult to resolve. Pay the proper settlement of issues between the independent director system in China's successful implementation, will also influence the independent director system and other systems related to the rational Development and smooth implementation. reposted elsewhere in the paper for free download.谢谢下载，祝您生活愉快！。