人力资源管理薪酬管理外文翻译论文外文文献

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人力资源管理外文文献翻译

文献信息：文献标题：Challenges and opportunities affecting the future of human resource management（影响人力资源管理未来的挑战和机遇）国外作者：Dianna L. Stone，Diana L. Deadrick文献出处：《Human Resource Management Review》, 2015, 25(2):139-145 字数统计：英文3725单词，21193字符；中文6933汉字外文文献：Challenges and opportunities affecting the future of humanresource managementAbstract Today, the field of Human Resource Management (HR) is experiencing numerous pressures for change. Shifts in the economy, globalization, domestic diversity, and technology have created new demands for organizations, and propelled the field in some completely new directions. However, we believe that these challenges also create numerous opportunities for HR and organizations as a whole. Thus, the primary purposes of this article are to examine some of the challenges and opportunities that should influence the future of HR. We also consider implications for future research and practice in the field.Keywords: Future of human resource management, Globalization, Knowledge economy Diversity, Technology1.Change from a manufacturing to a service or knowledge economyOne of the major challenges influencing the future of HR processes is the change from a manufacturing to a service or knowledgebased economy. This new economy is characterized by a decline in manufacturing and a growth in service or knowledge as the core of the economic base. A service economy can be defined as a system based on buying and selling of services or providing something for others (OxfordDictionary, 2014a). A knowledge economy is referred to as the use of information or knowledge to generate tangible and intangible value (Business Dictionary, 2014a). Some economists argue that service activities are now dominating the economies of industrialized nations, and knowledge-intensive services or businesses are considered a subset of the overall service economy (Anderson & Corley, 2003).The rise of the knowledge economy has placed new demands on organizations and prompted changes in organizational goals and HR practices. Many of the traditional HR processes were designed during the industrial era, and thus focused largely on manufacturing organizations that were concerned with converting raw materials, components, and parts into finished goods that meet customers' expectations. However, many of the assumptions underlying those traditional HR processes may not be effective with the new service or knowledge organizations. For example, traditional HR practices assume that jobs should be narrowly defined, supervisors should control workers, and efficiency and short term results should be emphasized (Trice & Beyer, 1993). In contrast, knowledge organizations stress that employees' knowledge and skills have a major impact on organizational success, and employee retention is important because individuals' skills are not substitutable.Knowledge organizations also tend to design jobs broadly so as to encourage innovation, autonomy, continuous improvement, and participation in decision making. Given that individuals with unique skills and abilities are essential in knowledge organizations, the new job requirements have created a shortage and increased competition for talented workers in many fields (e.g., software engineering, nursing). Additionally, the change in the economy has resulted in the displacement and unemployment of people who do not have the skills needed for knowledge-oriented jobs (e.g., Bell, Berry, Marquardt, & Green, 2013; Karren & Sherman, 2012). These changes imply that nations need to alter their educational systems to meet job demands in new organizations (Gowan, 2012). The goals of knowledge organizations should continue to bring about changes in HR processes in the future (e.g., Schuler, Jackson, Jackofsky, & Slocum, 1996). For instance, it can be expected that HR practices will employ broad based recruiting to ensure that they uncover skilledapplicants, design jobs to emphasize autonomy and participation in decision-making, use team oriented structures to enhance collaboration and innovation, stress training and employee skill development, and provide incentives that foster employee identification, innovation, and retention. HR will need to shift its emphasis to employee retention, and meeting the varied needs of knowledge workers. Some of these new practices have already been implemented in organizations, but many organizations still use HR practices that do not support knowledge-oriented organizational goals. Future HR processes will need to be modified if knowledge organizations are to be successful. Research will also be needed to examine the effectiveness of these new practices.Although we considered the new knowledge economy as a challenge for HR in organizations, it can also be viewed as an opportunity for change. Given that the skills and abilities of knowledge workers are key to the success of new organizations, the transformation to a knowledge economy provides opportunities for the HR function to become a priority in organizations. As a result, we believe that HR will become more of a critical function in organizations, and the field should be viewed as more essential to the overall success of the organizations.2.Rise in globalizationA second factor calling for changes in HR processes is the rise in globalization. Globalization in this context refers to organizations that operate on a global or international scale (Oxford Dictionary, 2014b). Organizations operating in a global environment face a number of new challenges including differences in language and culture of employees, and variations in social, political and legal systems. Multinational corporations (MNCs) are large companies operating in several countries that are confronted with new questions, including how to create consistent HR practices in different locations, how to develop a coherent corporate culture, and how to prepare managers to work in a diverse cultural environment (Sparrow, 2007).Research on HR in the international context has focused on three approaches to understanding the issues that arise in global environments: international, comparative,and cross-cultural HR (Parry, Stavrou-Costea, & Morley, 2011). International approaches focus on HR strategies, systems, and practices in different socio-cultural contexts and different geographic territories (Parry et al., 2011). It also outlines the anatomy of MNCs, and considers the unique set of HR issues that occur in these contexts (Budhwar & Sparrow, 2002). Although researchers differ on the factors that affect HR practices in global environments, most agree that the following variables influence these systems: (a) contextual variables (such as the host country's legal system, cultural distance between host country and employees' country), (b) firm-specific variables (such as the stage of internationalization, type of industry, link between strategy and structure), and (c) situational variables (such as staff availability, need for control, locus of decision making) (e.g., Budhwar & Sparrow, 2002; Schuler, Dowling, & De Cieri, 1993; Welch,1994).Comparative HR explores the context, systems, and national patterns of HR in different countries, and discusses the idiosyncrasies of various institutions and economic environments (e.g., Aycan et al., 2000; Isenhour, Stone, & Lien, 2012a; Parry et al., 2011). Most of the research on comparative HR indicated that HR practices differ across nations, and are aligned with national cultures (Stone & Stone-Romero, 2008). Two examples of that research include a study by Schuler and Rogovsky (1998) that assessed the relations between Hofstede's national culture dimensions and the design of HR practices. These authors found that a national emphasis on individualism was positively correlated with a company's use of pay-for-performance pay systems. In addition, Gooderham, Nordhaug, and Ringdal (1999) explored cross-national differences in HR practices across European nations. Their results revealed that individualistic nations (e.g., UK, France, and Spain) were more likely to use calculative HR strategies (e.g., pay for performance) than collective nations (e.g., Scandinavian countries). Conversely, collective nations (Scandinavian countries) were more likely to use collaborative practices (e.g., employee participation) than individualistic countries (e.g., Germany, France and Spain).Finally, cross-cultural HR examines the degree to which individuals' cultural values influence the acceptance and effectiveness of HR practices (Aycan et al., 2000;Gelfand, Erez, & Aycan, 2007; Isenhour, Stone, & Lien, 2012b; Stone, Stone-Romero, & Lukaszewski, 2007). Most of the theories in HR and Organizational Behavior (OB) were developed in Western nations and assume that the cultural values of individuals in organizations are homogeneous (Gelfand et al., 2007). However, it is clear that employees' cultural values differ in U.S. and global contexts, and organizations need to align their HR processes with these cultural values (e.g., Gelfand et al., 2007; Stone & Stone-Romero, 2008). For example, cross-cultural research indicated that individuals' cultural values shape their reward preferences, and their reactions to negative feedback (e.g., Gelfand et al., 2007; Joshi & Martocchio, 2008; Stone, Johnson, Stone-Romero, & Hartman, 2006; Stone-Romero & Stone, 2002). In particular, individuals who valued individualism preferred reward allocation systems based on equity or proportionality, but those who valued collectivism preferred equality-based allocation systems (Sama & Papamarcos, 2000). As a result, pay-for-performance systems may motivate employees who are individualistic, but group-based or profit-sharing systems may be more effective with those who value collectivism (e.g., Joshi & Martocchio, 2008; Miller, Hom, & Gomez-Mejia, 2001). Furthermore, research by Stone-Romero and Stone (2002) revealed that individuals who endorse collectivism were more likely to accept negative feedback than those who stress individualism.Given that most organizations are operating in a global environment, we expect that the field will pay even more attention to these issues in the future. One reason is that the employment rates of U.S.-based MNCs have grown consistently over the past decades, and they now employ over 34.5 million workers in multiple countries (Bureau of Economic, 2013). It is anticipated that the numbers of MNCs will continue to expand over time, and HR practices will need to be congruent with these new multicultural and complex contexts. As a result, we expect that future research in HR will focus on the effectiveness and acceptance of HR practices in global environments.Even though we have considered globalization as a challenge for organizations, we believe that it also provides many new opportunities. For instance, globalizationshould expand markets for products and services, and may enhance creativity and innovation because organizations will become more culturally diverse. Research showed consistently that diversity increases innovation and creativity, and this should also apply to the field of HR (van Knippenberg, De Dreu, & Homan, 2004). In particular, HR in global contexts will have to use creative solutions for attracting, motivating, and retaining diverse employees. For example, they may have to use unique rewards systems (e.g., cafeteria or flexible reward systems) to ensure that they meet the needs of workers from different cultural backgrounds (e.g., Stone, Deadrick, Lukaszewski, & Johnson, 2015). Of course, research will be needed to examine the effectiveness of these new approaches.3.Growing domestic diversityApart from changes in the economy and globalization, organizations are also faced with major shifts in the composition of the U. S. population. In particular, it is expected that our population will be older and more ethnically diverse by 2060 (U.S. Bureau of Census, 2014). For instance, by 2060 one in five Americans will be 65 years of age or older, and the number of working age people in the population (ages 18 to 64) will decrease from 62.7% to 56.9%. Along with the age-related changes, the work values of younger generations are expected to be different than previous groups (e.g., Baby Boomers). As a result, organizations will need to develop HR practices that are aligned with the primary goals and the values of multiple generations of employees (Cennamo & Gardner, 2008; Twenge, Campbell, Hoffman, & Lance, 2010).3.1.Increased age and generational diversityAlong with the aging workforce come many new challenges for HR. For instance, given the shortage of skilled workers there is a growing concern about the retention of skilled baby boomers. One reason for this is that baby boomers often have unique skills and abilities that are critical to organizational success, and companies are justifiably worried about retaining them in their roles until qualified replacements can be found or trained. In order to retain these individuals, organizations will need toincrease flexible work arrangements, allow part-time work, provide a supportive environment, and employ recognition systems to motivate them to stay with the organization (Armstrong-Stassen, Schlosser, & Zinni, 2012; Cheung & Wu, 2013; Shacklock & Brunetto, 2011).Another challenge facing organizations is that they will be staffed by members of multiple generations, and members of generations differ in terms of work values, attitudes, and behaviors (Cennamo & Gardner, 2008; Twenge et al., 2010). As a result, organizations will have to modify their HR practices in order to attract and retain skilled members of all of these groups. For example, recent research indicated that baby boomers (born 1946 to 1964) placed a strong emphasis on hard work and achievement, valued intrinsic rewards, and stressed loyalty to the organization (Cennamo & Gardner, 2008; Twenge et al., 2010). In contrast, members of generation X (born 1965–1981) were more likely to value extrinsic rewards, leisure time, steady employment, work family balance, and promotion opportunities than baby boomers (Cennamo & Gardner, 2008; Twenge et al., 2010). Research also indicated that the values of generation Y were somewhat similar to those of generation X (born 1982–1999; i.e., they valued leisure time, work–family balance, extrinsic rewards, status), but they were more likely to emphasize freedom than either generation X or baby boomers. In addition, members of generation Y stressed extrinsic rewards less than generation X, but both generations X and Y reported greater intentions to leave organizations than baby boomers (Twenge et al., 2010).Given these differences in values, organizations are faced with the complex challenge of aligning reward and compensation systems with the values of multiple generations. For example, they may need to expand beyond merely static pay and benefits and incorporate more flexible reward systems. In particular, they might identify the reward preferences of individuals, and develop cafeteria reward systems that provide employees with a total sum for their overall compensation, thus allowing them to select different rewards and benefits (e.g., one person might select vacation time in lieu of pay, whereas others might select pay instead of time off from work; Stone‐Romero, Stone, & Salas, 2003).3.2.Expanded ethnic diversityThere will also be dramatic change in the racial and ethnic make-up of our society. Today, ethnic minorities make up about 37% of the population, but estimates indicate they will comprise 57% of the nation by 2060 (U.S. Bureau of Census, 2014). It has also been projected that the U.S. will become a majority–minority nation by 2043, and the numbers of Hispanic–Americans (Hispanic) will more than double in the coming years (U.S. Bureau of Census, 2014). By 2060, one in three people in the U.S. will be Hispanic.Even though there has been relatively little HR research on the cultural values of ethnic minorities in the U. S., some studies found that, on average, they have different values than Anglo-Americans (Bell, Marquardt, & Berry, 2014; Guerrero & Posthuma, 2014; Stone & Stone-Romero, 2008). For example, Hispanics, African–Americans, Asian–Americans, and Native Americans are, on average, more likely to endorse collective values than Anglo-Americans (Guerrero & Posthuma, 2014; Stone et al., 2006; Triandis, 1994). In contrast, Anglo-Americans are, on average, more likely to stress individualism than their counterparts, but it should be cautioned that there are within group differences in cultural values for all of these sub-groups (Betancourt & Lopez, 1993).Given the transformation in the composition of the U.S. population, current HR practices may be less effective with employees from diverse backgrounds than those from the dominant group. The primary reason for this is that traditional HR processes were designed for a homogeneous set of employees with individualistic cultural values, and the new workforce is likely to have value systems based on collectivism and familism (e.g., Gelfand et al., 2007; Stone & Stone-Romero, 2008). Thus, organizations will have to have their HR practices modified so that they are aligned with the values of new generations, and the cultural values of diverse employees. As noted above, members of different ethnic subgroups often have distinctive reward preferences, and unique work values, and should react differently than Anglo-Americans to traditional HR processes.Thus, in order to attract and retain subgroup members, organizations may have toalter their current reward and benefit systems to meet the needs of these employees. For example, many ethnic subgroup members are more familistic and collective than AngloAmericans (Phinney, 1996), so they may prefer that organizations offer opportunities for teamwork, work–family balance, time off from work, and group based reward systems. As a result, organizations that develop cafeteria compensation and benefits systems that provide flexibility in terms of reward and benefit allocations may be more attractive to the new workforce than traditional reward systems. For instance, those employees who value familism can choose an extra week of vacation time to spend with their families in lieu of pay or other benefits. Organizations will be able to use these flexible compensation plans to attract talented applicants from all ethnic groups.In view of the coming changes in generational and domestic diversity, organizations are likely to modify their future HR practices to meet the needs of employees with diverse values. To date, most of the research on domestic diversity has focused on unfair discrimination and relational demography (e.g., Stone‐Romero et al., 2003; van Knippenberg et al., 2004). We believe that future HR research will need to be expanded and dig deeper into the value differences, reward preferences, and unique work roles of the new diverse workforce.In our discussion above, we viewed changes in generational and ethnic diversity as a challenge for organizations. However, they can also be considered opportunities for organizations to utilize the many talents and skills that these individuals bring to the workforce, and should provide a wide array of individuals with the chance to display their skills and talents. Furthermore, the altered composition of the workforce should help organizations reach broader markets for their products and services, and increase the innovation and creativity in organizations (van Knippenberg et al., 2004). They should also prompt organizations to develop new HR practices that will meet the needs of all members of the workforce (e.g., cafeteria reward systems) (Stone et al., 2006).4.Emerging use of technologyOver the past 30 years, one of the major drivers of change in HR has been the increased use of information technology (hereinafter referred to as technology) to collect, store, and utilize data for decision-making (e.g., Gueutal & Stone, 2005; Strohmeier, 2007; Strohmeier & Kabst, 2009). Technology, especially, the World Wide Web, has transformed key HR processes in organizations (e.g., e-recruiting, e-selection, e-training), and modified the nature of jobs and the relationships between individuals and organizations (Kiesler, Siegel, & McGuire, 1984). For example, it has enabled organizations to use the Internet to advertise jobs, and made it possible for applicants to apply for jobs online (e.g., Dineen & Allen, 2013). In addition, organizations are using various forms of technology to deliver training to employees (e.g., the Internet, intranet systems, video conferencing, online simulations; Salas, DeRouin, & Littrell, 2005). Research on the use of technology to facilitate HR processes indicated that it typically enhances efficiency, and decreases costs associated with HR transactions (e.g., Dulebohn & Johnson, 2013; Dulebohn & Marler, 2005; Strohmeier, 2007). However, some researchers argued that there is no clear evidence that it helps HR meets its primary goals of attracting, motivating, and retaining talented employees (see Stone et al., 2015, for a detailed discussion of influence of technology and the future of HR).Despite the increased efficiency and cost savings associated with the use of technology in the field of HR, researchers maintained that there are a number of limitations associated with using current technologies to manage HR processes (e.g., Stone et al., 2015;Stone‐Romero et al., 2003). For instance, information technologies are often static and use one-way communication systems that do not allow applicants or employees to ask questions or gain advice from HR professionals (e.g., benefits). As a result, the technologies can be impersonal, inflexible, and create an artificial distance between supervisors and employees. Likewise, the use of technology for training may be less engaging than traditional methods, and may not give trainees the opportunity to practice or gain feedback. Furthermore, technology may actually transfer the work of HR departments to line managers or employees, which may reduce overall productivity in organizations (Stone‐Romero et al., 2003).In spite of possible limitations associated with using technology to manage HR processes, it will continue to transform the field in the future. Furthermore, it can be argued that new technologies will emerge that should decrease some of the major drawbacks associated with current systems. For instance, a number of researchers argued that the use of new interactive technologies (e.g., Web 2.0, social media, virtual simulations or job fairs, chat rooms, cloud computing, mobile devices) should decrease some of the weaknesses associated with current systems (see Dineen & Allen, 2013; Stone et al., 2015; Sullivan, 2014). For example, the use of social media, chat rooms, and high definition cloud computing should enable applicants and employees to engage in an interactive dialogue with recruiters or managers. Similarly, the use of virtual reality should provide applicants with opportunities to attend virtual job fairs, give supervisors the ability to mentor subordinates, and offer trainees the chance to participate in virtual training simulations. All of these virtual environments should increase the degree to which technology-based HR processes are personal, flexible, interactive, engaging, and decrease the interpersonal distance between employees and supervisors. Although these arguments seem plausible, research will be needed to examine the effectiveness and acceptance of these new HR processes.Despite the fact that we viewed technology as a challenge in the sections above, it should be noted that it also provides new opportunities for the field of HR. For instance, research showed that technology often decreases the administrative burden in HR, increases efficiency, and allows the field to contribute to the strategic direction of organizations (Stone & Dulebohn, 2013). To date, there is no evidence that it helps organizations achieve its primary goals, but we believe that new interactive technologies will facilitate the attraction and retention of critical employees (Stone et al., 2015). One reason for this is that it will allow supervisors and HR professionals to engage in more frequent interaction and communication with employees. As a result, they will be able to identify and meet the needs of critical employees, and ensure that they remain with the organizations. It may also enable organizations to make better HR decisions based on objective information or decision support systems (Dulebohn & Johnson, 2013). Furthermore, it may facilitate interactions with stakeholders insideand outside the organization. For example, supervisors may be able to communicate with external customers in order to improve employees' performance, and HR professionals should be capable of staying abreast of innovative practices used by other organizations (see Ulrich & Dulebohn, 2015, for a detailed discussion of these issues).中文译文：影响人力资源管理未来的挑战和机遇摘要如今，人力资源（HR）管理领域正面临着巨大的变革压力。

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。

人力资源管理英文参考文献

人力资源管理英文参考文献
引言
人力资源管理是现代企业中不可或缺的一项重要工作。

随着全球化和信息化的
发展，企业对人力资源管理水平的要求也越来越高。

本文将介绍几篇与人力资源管理相关的英文参考文献，以帮助读者更好地了解此领域。

文献1：Title1 (作者1，年份1)
这篇文章主要关注企业人才招聘和选拔的方法。

作者通过实地调研和研究分析，总结了几种有效的方法和工具，以帮助企业更好地面试和选拔人才。

该文献提供了一些实用的经验和建议，对于人力资源管理人员具有很大的参考意义。

文献2：Title2 (作者2，年份2)
该文献研究了人力资源管理中的绩效评估与激励机制。

通过对多家企业的案例
分析，作者发现了一些有效的绩效评估方法，并提供了相应的激励机制，以帮助企业更好地管理员工绩效。

该文献对于提高员工积极性和工作效率具有重要的参考价值。

文献3：Title3 (作者3，年份3)
这篇文章着重讨论了企业人力资源管理中的员工培训和发展问题。

作者通过对
多家企业的实证研究，总结出了一些行之有效的培训和发展方法，并提供了一些具体的案例。

该文献对于设计和实施企业员工培训计划具有很大的参考价值。

结论
人力资源管理是企业成功发展的关键因素之一。

通过引用上述几篇英文参考文献，读者可以更好地了解人力资源管理领域的最新研究成果和实践经验。

这些文献提供了一些在人才招聘和选拔、绩效评估与激励、员工培训和发展方面的有益建议，对于从事人力资源管理工作的人员非常有价值。

参考文献： 1. 作者1 (年份1).。

薪酬管理论文参考文献（精选3篇）

薪酬管理论文参考文献薪酬管理论文参考文献（精选3篇）无论在学习或是工作中，大家最不陌生的就是论文了吧，论文对于所有教育工作者，对于人类整体认识的提高有着重要的意义。

怎么写论文才能避免踩雷呢？下面是小编为大家收集的薪酬管理论文参考文献（精选3篇），仅供参考，欢迎大家阅读。

薪酬管理论文参考文献1[1] 林康，跨国公司的`发展及其主要特征，国际贸易问题，1985 年第 3 期.[2] Gary Hamel , C.K.Prahlad ,Competing for the Future, 1995,Page 212.[3] 李永壮，国际人力资源管理，对外经济贸易出版社，2011.[4] 崔巍、宋培斌，外派机构与人员管理[M],中国劳动社会保障出版社，2008.[5] 李永壮，国际人力资源管理，对外经济贸易出版社，2011.[6] 茹万，基于文化差异的在华外籍员工管理问题研究，山东大学硕士学位论文，2007 年，52 页.[7] 缪亚杰，浅议外派人员的薪酬制度，管理观察2011 年12 期 ,51 页.[8] 赵静，从在华知名企业看跨国公司薪酬体系及其本土化，商场现代化，2007年 9 月总第 51 期， 310 页.[9] 段兴民、周蓓蓓，跨国企业外派人员管理问题探究，国际经济合作研究，2008 年.[10] 杨新华、王昱，破解外派人员的薪酬管理难题，《人力资源》，2008 年第 6期.[11] 何易，跨国公司人员配置策略探讨，国际经济合作，2006 年第 11 期.薪酬管理论文参考文献2[1]杰尔姆·A·卡茨，理查德·P·格林二世，徐飞译.中小企业创业管理（第 3 版）[M].北京：中国人民大学出版社，2012.[2]赵曙明.人力资源管理与开发[M].北京：北京师范大学出版社，2007 年 1 月.[3]黄孟复主编.中国中小企业职工工资状况调查[M].北京：社会科学文献出版社，2011.[4]杨加陆等编.中小企业管理[M].上海：复旦大学出版社，2004.[5]周伟光着.大公司用薪酬激励，小公司用奖金鼓励[M].北京：中国言实出版社，2013.[6]郑晓明编着.人力资源管理导论（第三版）[M].北京：机械工业出版社，2011 年 3 月，第364 页.[7]赵国军着.薪酬设计与绩效考核全案[M].北京：化学工业出版社，2013 年 4 月，第 17 页.[8]李艳着.员工关系管理实务手册（第 2 版）[M].北京：人民邮电出版社，2012.[9]参见《关于印发中小企业划型标准规定的通知》（工信部联企业〔2011〕300 号）.[10]杨宜.中小企业管理理论与实务[M].北京：中国经济出版社，2011.[11]王书贞.基于“银企博弈”视角的中小企业融资分析[J].南京大报，2007（6）：132.薪酬管理论文参考文献3[1] 文跃然. 薪酬管理原理[M]. 上海：复旦大学出版社，2004: 297.[2] 王心章 , 郭守业 , 张维今 . 国有大型企业的薪酬优化方案设计[J]. 冶金经济与管理， 2008,（9）：42-44.[3] 王长城，姚裕群.薪酬制度与管理[M]. 北京：高等教育出版社，2004.[4] 杨伟国. 战略人力资源审计[M]. 上海：复旦大学出版社， 2004.[5] 苗青. 人力资源部如何开展薪酬评估[J]. 现代人才，2007, （4）：28-30.[6] 何璐. 危机下的企业薪酬调整机制诊断[J]. 现代交际，2009,（5）： 26-29.[7] 江雯. 建立基于素质的薪酬体系[J]. 中国人力资源开发， 2003, （6）：7-10.[8] 郝贤丁 , 苏慧文 . 薪酬改革效果的定量评估 [J]. 技术经济与管理研究 ,2008, （6）：20-22.[9] 许广永. 胜任力本位薪酬体系设计及其适用性[J]. 商业时代，2008, （36）：43-44.[10] 麻艳如. 企业薪酬体系诊断维的研究[D]. 首都经济贸易大学，2005.[11] 卿涛，郭志刚. 多重视角下企业薪酬制度的解析与构建[M]. 四川：西南财经大学出版社， 2006.。

薪酬管理英文文献翻译及参考文献英语论文

薪酬管理英文文献翻译及参考文献-英语论文薪酬管理英文文献翻译及参考文献目录1 薪酬管理的涵义及其影响因素 (1)1.1 薪酬与薪酬管理的内涵 (1)1.2 薪酬管理的影响因素 (1)2 薪酬的构成、性质、功能及与薪酬有关的激励理论 (3)2.1 薪酬的构成、性质和功能 (3)2.1.1 薪酬的构成 (3)2.1.2 薪酬的性质和功能 (4)2.2 与薪酬有关的激励理论 (5)2.2.1 需求层次理论 (6)2.2.2 期望理论 (6)3 南京DE阀门厂薪酬管理存在的问题及问题成因分析 (8)3.1 薪酬制度缺乏基于战略的思考 (8)3.2 薪酬结构不合理，与市场水平脱节 (8)4 南京DE阀门厂薪酬管理体系再设计 (10)4.1 南京DE阀门厂薪酬体系设计的思路 (10)4.2 一线生产人员质量计件薪酬制 (10)外文原文 (12)参考文献［1］刘听.薪酬福利管理.北京:对外经济贸易大学出版社，2003［2］李新建.企业雇员薪酬福利.北京:经济管理出版社，1999［3］杨东龙，杨文志等.如何设计人力政策和制度.北京:中国经济出版社，2001［4］湛新民，张帆.薪酬设计技巧.广洲:广东经济出版社，2002［5］王学力.企业薪酬设计与管理.广州:广东经济出版，2001［6］陈清泰，吴敬琏.可变薪酬体系原理与应用.北京:中国财政经济出版社，2001［7］刘雄，赵延.现代工资管理学.北京:北京经济学院出版社，1997［8］「美」托马斯•B•威尔逊著.薪酬一以薪酬战略撬动力企业变革.北京:中国社会科学出版社，2001［9］斯蒂芬•P•罗宾斯.组织行为学精要.北京:电子工业出版社，2002［10］江洪明.薪酬激励满意度的几点思考.人才开发，2000 (2)［11］米尔科维奇和纽曼.薪酬管理.第六版.北京:中国人民大学出版社，2002［12］孙剑平.薪酬管理.长春:吉林人民出版社，1999 (8)［13］杨东涛，朱武生.激励性薪酬体系设计.中国人力资源开发.2001 (7)［14］温立成，陈耀发，许多光.工资分配改革的实践与思考.甘肃经济日报.1999［15］程亮.整体薪酬回报.人力资源开发与管理.2004 (4): 46-48［16］顾慧慧，张文璋.引入股票期权制度，重塑长期激励机制.经济理论与经济管理.2000 (3): 21一25［17］Becker. G. Murphy, K and Tamura .R. "Human Capital. Ferility and EconomicGrowth,” Journal of Political Economy.1998. Vo1.98［18］Becker. Gary. "Investment in Human Capital: A Theoretical Analysis,”The Journal of Political Economy.Vol.70 (2)［19］Ashok . Gurta and Arvind Singhal. "Managing Human Resources for InnovationAnd Creativity,” Research-Technology Management.1998 (5)［20］Hash imoto ,Masamori. "Firm-Specific Human Capital as a Shared Investment，American Economic Review ,June 1981,71(3)，475-482-1258薪酬管理英文文献翻译及参考文献1 薪酬管理的涵义及其影响因素1.1 薪酬与薪酬管理的内涵薪酬 ( compensation)，是员工因向其所在组织提供劳动或劳务而获得的各种形式的酬劳或答谢，是组织支付给其员工的所有劳动报酬。

人力资源管理外文文献翻译

文献信息：文献标题：Applicability of Corporate Social Responsibility to Human Resources Management: Perspective from Spain（人力资源管理的企业社会责任适用性：从西班牙的角度分析）国外作者：Fernando J. Fuentes-Garcı´a，Julia M.Nu´n˜ez-Tabales，Ricardo Veroz-Herrado´n文献节选：《Journal of Business Ethics》, 2008, 82(1):27-44字数统计：英文2393单词，13291字符；中文4396汉字外文文献：Applicability of Corporate Social Responsibility to Human Resources Management: Perspective from Spain ABSTRACT This article analyses the concept of Corporate Social Responsibility in relation to Human Resources (HR) management. Five potential tools are defined and their advantages and disadvantages are discussed. Finally, the implementation of the most advanced and powerful tool in this area is studied: the SA8000 standard.KEY WORDS: Corporate Social Responsibility, human resources, interest groups, SA8000 standard, SpainIntroduction: the growing importance of CSRAt the dawn of the third millennium, there is growing interest in the social dimension of business activities; nowadays, citizens are better informed and their values have changed; they are increasingly ecologically and socially aware and demand more from companies than just the efficient production of goods and services.Companies have responded to the new social demands of their interest groups byimplementing Corporate Social Responsibility (CSR) actions, which include all their environmental and social activities that go beyond mere economic interests and break away from the traditional image of a company that focuses solely on generating value for its shareholders.Porter and Kramer (2003) believe there is a space where the interests of pure philanthropy and pure business can converge and create both social and economic benefits. In short, CSR can give companies a competitive edge, a strategy that leading companies are already implementing.The development of CSR is the result of changes in the developed world’s core values (greater concern for environmental deterioration, discriminatory working practices, respect for human rights, etc.) and is linked to three key factors (Nieto and Ferna´ndez, 2004):•Increased regulation: Regulations have been drawn up by very diverse international organizations (UN, OECD, EU...) and governmental sources, requiring all economic agents to respect certain guidelines that work for the good of society in general.•Pressure from consumer markets: Consumer markets are now gradually changing and a growing number of consumers are making responsible purchases, choosing organic products or those produced in accordance with CSR criteria (fair trade, limited use of non-renewable resources, fair working conditions, etc.).•Pressure from the financial market: The pressure from the financial market is the most recent change. In money markets, a growing number of investors are looking for SRI (socially responsible investment), which refers to funds and companies that develop good CSR practices. Certain studies indicate that investors are not solely moved by altruistic values since there is a positive correlation between social and financial performance (it seems that companies with more developed CSR policies and activities have fewer sanctions, greater quality management, better reputations and are able to recruit and retain the best staff).Reasons that drive companies to adopt CSR criteriaThere are two basic reasons that have led companies to adopt CSR criteria:–On the one hand, greater social awareness on a global scale. Public opinion is increasingly critical of the negative effects of globalization and over the last few years many associations and initiatives have been springing up through nongovernmental organizations, foundations and standards agencies to tackle this issue.–On the other hand, companies themselves are divulging the advantages offered by CSR not only as a defensive strategy that protects them against possible charges and lawsuits, but also as an offensive strategy to create value. This is consequence of the increasing impact of social criteria in consumers’purchasing decisions, as revealed in a recent CSR study in Europe.In general, consumers are not willing to buy products or services from companies that engage in unethical behaviour. Faced with growing competition and the increased transparency of information, companies feel obliged to adopt CSR practices.Even though companies do not usually publicize the specific reasons that have led them to adopt CSR criteria, the European Commission has put together a list of motives, suggested by the companies themselves:–Business ethics.–The personal commitment of the company’s directors.–Improve competitiveness.–Strengthen the company’s image.–Prevent negative publicity, lawsuits or campaigns against the company.–Increase customer loyalty.–Stand out from the competition.–Improve human resources management.–Strengthen the loyalty of management staff.–Attract new employees.–Improve adaptation to change.–Cost reduction.–Tax breaks.CSR and HR managementCSR encompasses a wide range of practices, from respect for the environment to the elimination of discrimination and abuse in the work place.One of the basic aspects of CSR, which is increasingly gaining importance, is the fact that it is also implemented within the company itself, specifically in the area of human resources. Here, CSR spans a wide range of concepts and can vary between the minimum requirements of respecting the workers’basic human rights and the implementation of policies that help employees achieve a work/life balance.These practices can be classified into four main areas:–The recognition of and respect for basic human and workers rights established by the various international bodies.–Adoption of the measures proposed in the European Commission’s Green Book aimed at improving quality of work, such as continuous learning, a better work/life balance, job stability, etc.–Actions in the area of outsourcing, which affect contractors, sub-contractors and suppliers.–Actions related to changes deriving from company restructuring operations, owing to the social consequences of such operations.The following classification can be used to rank companies according to their CSR activities in this area:–Level zero: these companies do not even comply with legal requirements or respect the basic human rights established by the various international organizations.–Level one: these companies carry out certain social activities, although they make no modifications of their management and therefore they cannot be considered CSR actions.–Level two: these companies implement a reactive strategy in terms of risk prevention by adopting formal initiatives which do not imply a significant change in their management.–Level three: these companies adopt an active approach, integrating CSR criteria into their management.CSR compliance and communication alternatives in HR managementAs mentioned previously, production activities are increasingly being relocated to areas where costs are lower and the authorities are more permissive regarding certain abusive practices. But globalization has also meant that the media publish more information about the activities of companies and any possible abuses.Many people are not willing to purchase products from companies that do not respect the human rights of their workers or employ children in factories located in other parts of the world, even if that same company does not carry out these practices in Europe. Faced with increasingly aware public opinion about the abuses of multinational companies, said companies are expected not only to be honest and honourable, but in particular to appear to be so (much like Caesar’s wife).Large companies suffer from a profound (and often unfair) assumption of guilt that leads them to look for alternatives to strengthen and clean up their corporate image in the eyes of society. The main routes currently used to tackle CSR obligations are:–lists of socially responsible companies;–sustainability indexes;–the establishment of codes of conduct;–the support or ratification of international declarations/standards;–Social reports that seek to increase transparency in human resources management;–certificates guaranteeing that certain human resources ethical management standards are being enforced, accreditations of compliance similar to traditional quality or environmental certificates (such as ISO 9000 or 14000).Sustainability indexesCompanies must prove that they carry out certain CSR activities defined by theindex provider in order to gain such accreditation.The two indexes that have had the greatest media impact are the Dow Jones Sustainability Index (DJSI Word) and the FTSE4GooD, launched by the two reputable index providers, Dow Jones and FTSE (Financial Times Stock Exchange), respectively.The Dow Jones Sustainability Index (DJSI Word) aims to provide guidance for investors who are concerned about sustainable development and social practices.7 It uses the following social criteria:–corporate citizenship–commitment to interest groups–working practices–development of human capital–organizational learning–social information–attraction and retention of qualified workers–standards for suppliers–specific criteria for each industryThe SA8000 standardOrigin and contentThe SA8000 standard was drafted in 1997 in the United States, with the aim of improving labour conditions on a global scale. It was drawn up by a group of experts brought together by the Council on Economic Priorities Accreditation Agency, CEPAA, including individuals from organizations that represented several interested parties (trade unions, manufacturers, retailers, academic institutions, NGOs, and consultancy firms and certification companies). In 1998, the Social Accountability International (SAI) organization was set up to direct the implementation of the SA8000 standard.Although it is still a little too early for interest groups to know enough about this standard and therefore demand that companies adopt it, standards like this willundoubtedly be imposed and become widespread in organizations just as quality standards have, and hopefully just as quickly.The following elements are involved in the SA8000 certification process:•an active subject, a certifier, to carry out external verification. The active subject must have expert knowledge about the standard and also gain in-depth knowledge about the company being analysed.•a passive subject, the organization, which can be a business organization or not, and which uses a workforce, either directly or indirectly (through outsourcing) and wishes to obtain the SA8000 certificate.•Another fundamental requirement is that the expert must base his or her work on proof that reveals sufficient evidence. A company cannot be reviewed from a distance without in-depth knowledge of the tasks being judged.•A document must be issued that provides a summary of the expert’s opinion, and the expert is responsible for this document. If the certificate is awarded, it has a certain validity timeframe. When this period expires, the company must be reviewed again.•The report is aimed at parties that are interested in knowing whether the company complies with the requirements of the SA8000 standard (these parties are the company’s customers, owners, employees, authorities, governments, etc.) The SA8000 standard indicates three ways in which it can be used:•firstly, as a useful reference for internal audits carried out by the organization itself;•secondly, when the company is audited by another affiliated company (customer, parent company...) in order to verify compliance with the requirements of a standard chosen by the affiliated company; for example a clothing retail outlet might audit the companies that manufacture the garments supplied in relation to the requirements of the SA8000 standard;•thirdly, when the company is audited by an external independent organization that is not a direct customer or supplier, the audit will be carried out by a certification body, a specialist financial audit company, or an NGO, as long as said body isauthorized by CEPAA to perform such audits.The advantages and beneficiaries of this standardThe establishment and generalization of standards such as the SA8000 have undeniable advantages not only for workers but also for companies, and certain benefits even reach the consumers.Firstly, workers in emerging countries benefit because their working conditions and wages improve significantly and their circumstances become more dignified. Workers in industrialized countries from the First World would also benefit since standards would dissuade businesses from relocating to other countries (even though this phenomenon is probably inescapable, at least it would be slowed down or certain less labour intensive industries would be saved).The companies also obtain advantages; although a priori they would experience a certain increase in costs, the generalization of standards would make it difficult to carry out social dumping and would be an obstacle to disloyal competition based on unfair and undignified working conditions. Companies would also benefit from other advantages: if standards raise salaries to more dignified levels, the workers will have increased purchasing power, which could enable solvent demand to increase in Third World countries. Of course, organizations that implement this standard also improve their ability to attract the best work force and keep them motivated, and would also increase their sales as a result of their improved image.Finally, there are also benefits for the customers, who would be buying slightly more expensive products but produced with greater transparency and probably much better quality since they would be manufactured in better conditions and by more motivated and satisfied staff .Limitations to the development of the standardNieto and Ferna´ndez (2004) debate whether CSR practices, including standards such as the SA8000, might just be another management fashion,11 with a cycle of growth/saturation, then decline and disappearance just like many other business practices. However, they believe that the positive image conveyed by CSR tothe company’s interest groups justifies the long term use of these practices.The implementation of HR management conduct standards comes up against several hurdles: the general lack of awareness about the standards, the lack of certifying companies, cost and control:•Firstly, HR management standards are still not widely known about (not even the SA8000 standard), hence companies not only have to work to adapt their practices to the requirements but also to inform their customers and society of the advantages and commitments of said standard.•Secondly, there are still very few companies that are willing to carry out the required reviews thoroughly and with the right levels of quality. This activity requires a high degree of specialization and a great deal of work to verify the application of the standards.•The third obstacle is the cost of implementation and the fees charged by accreditation companies. To cap it all, this accreditation must be renewed periodically, therefore the process is very expensive for companies that operate on several continents and even greater for those in which production processes are less integrated.•It is also difficult to control the work carried out by consultancy firms. The fact that the reviewed company pays for the work might influence the opinion of the auditors. Clearly, there is a danger that monitors carry out this task under pressure and unscrupulous consultancy firms could go into the profitable business of ‘‘selling’’certificates that guarantee good practice in human resources without having researched the company thoroughly and conscientiously.中文译文：人力资源管理的企业社会责任适用性：从西班牙的角度分析摘要这篇文章分析了与人力资源管理（HR）有关的企业社会责任概念。

人力资源管理毕业论文外文译文

学校外文翻译学院专业：人力资源管理学号：姓名：指导教师：纵向研究调查战略人力资源管理在法国中小企业的应用Aït ，摘要：在现在的研究中，我们试图去了解战略人力资源管理在法国中小企业的位置。

这份研究的目的有两个。

第一，呼吁在中小企业中研究人力资源管理的学者大量增加。

第二，为了丰富我们关于北美和一些大公司的战略人力资源管理的知识，进行了大量的研究。

这份研究动态地分析了388家法国中小企业的纵向数据。

实验结果显示战略人力资源管理的进步和行政人力资源管理的倒退。

这个重要的结果说明了中小企业也可以采取灵活的人力资源管理方法。

关键词：人力资源管理战略人力资源管理中小企业1.简介战略人力资源管理已经在近几年内取得了很大的进步，并且已经达成了广泛的共识。

影响经济的几个因素中，技术和人口的变化推动了公司重新考虑这个地方的人力资源，以及改变了他们的管理模式，特别是人力资源管理的方法。

制度约束的减弱也提高了人力资源管理的灵活做法。

传统上人力资源管理的主要功能是负责人力资源的行政管理，他们尽可能的减少成本控制。

战略人力资源管理派系不同意这种看法，他们认为人力资源是一种资源，它需要战略方法的投资。

这些措施对发展和保留能力去改善公司业绩有吸引力。

然而，如果在北美的研究学者认为战略人力资源管理在大公司是适用的，那么是欧洲的公司更具体的说是法国公司也适用吗？法国中小企业适用这种战略人力资源管理方法吗？我们要想了解这些问题必须先去了解战略人力资源管理在美国的环境。

在等人的文章里，在美国以外的国家已经很少注意到中小企业的人力资源管理实务的研究。

这些作者断言：“用全球的观点来看其它国家可以是填充美国知识空隙的资源之一，在一种文化中适用另外一种文化需要采取保护措施”。

法国环境是这个领域的一个有趣的反例，因为它的法律和制度的制约，在一些特殊的工会，尽管在过去的十年里它们有弱化的现象。

根据这份研究，我们将试着丰富在中小企业中我们的战略人力资源管理的知识。

薪酬管理与员工激励外文文献翻译

薪酬管理与员工激励外文文献翻译薪酬管理与员工激励外文文献翻译第一部分为译文，第二部分为原文。

预设格式：中文五号宋体，英文五号timesnewroma，行间距1.5倍。

薪酬管理与员工激励：组织绩效的实现方式全文：非政府绩效的同时实现对非政府的可持续性和持续存有至关重要。

而这个前提就是员工存有较好的薪酬和积极性的职能，因此薪酬管理和员工员工鞭策应当与非政府的愿景，历史使命和目标保持一致。

在这样搞的过程中，非政府绩效的同时实现也显得形式化了，同时还增加旷工，劳员工鞭策流动，工业动荡不安等。

有效率和充份的薪酬管理和员工的积极性将提升非政府的生产力和非政府形象。

为了迎合，聘用和取悦娴熟员工，保证同时实现非政府绩效，因此，建议对薪酬方案展开定期修改。

关键词：薪酬管理，员工激励，组织绩效引言在今天的全球化世界中，任何非政府在竞争对手中都具备竞争优势，必须存有一个强悍的薪酬战略去迎合，鞭策人们重新加入公司。

非政府须要制订一个方案，推动绩效提高系统，引致员工的最佳管理和发展，从而提升其竞争优势，并使人力资源管理与非政府绩效之间的联系沦为人类领域的注重问题人力资源课堂教学核心职能领域的资源管理。

这些作法包含人员布局，考绩，培训与发展，人力策划，员工管理参予和薪酬管理。

值得注意的就是，管理文献中可以看见薪酬管理与绩效之间的关系。

人们普遍认为，如果对薪酬展开适度的管理，个人可以存有员工鞭策回去继续执行，从而对非政府绩效产生积极主动的影响（tsai，2021）1薪酬管理就是一种全球性的现象，同意了员工的雇用和留存，以达至非政府目标，以及个人雇员的目标，也被用做掌控手段，就是个人参予的基础（greckhamer，2021;xavier，2021）。

cox，brown和reilly（2021）辨认出，北美奖励战略很大地影响了欧洲许多地区，尤其就是英国的奖励制度。

尼日利亚就是全球世界的一部分，薪酬管理在鞭策员工努力工作以同时实现非政府的既定目标方面也起至着至关重要的促进作用（idemobietal。

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The Fatal Flaw in Pay for PerformanceMany corporate boards, responding to shareholder and public pressure, are designing pay-for-performance plans to hold CEOs accountable. But there is often a crucial flaw in such schemes: They don’t pay for performance with integrity.The omission—evident from compensation committee reports in top companies’ proxy statements—is striking. Corporations, after all, face unceasing pressures to make the numbers by bending the rules, and an integrity miss can have catastrophic consequences, including indictments, fines, dismissals, and collapse of market capitalization. Furthermore, performance with integrity creates the fundamental trust—inside and outside the company—on which corporate power is based.A board should explicitly base a defined portion of the CEO’s cash compensation and equity grants on his or her success in handling the foundational task of fusing high performance with high integrity at all levels of the company. Why don’t boards do that They may be uncertain about the meaning of integrity and how to assess its integration into financial performance.Step one, then, in designing pay for performance with integrity is using the following definition: Integrity is a uniform corporate culture with three elements—robust adherence to formal rules; adoption of ethical standards that are in the company’s long-term enlightened self-interest; and employee commitment to honesty, candor, fairness, trustworthiness, and reliability. Step two is for the board to assess whether the CEO has infused high performance with high integrity. The board can do that by answering the following questions, using hard analytics as well as the board members’ own ju dgment.Has the CEO established company-wide performance-with-integrity principles for which the firm’s leaders are responsible and accountable Examples of these include demonstrating committed and consistent integrityleadership; managing performance with integrity as a business process; using early-warning systems to stay ahead of global trends; providing timely, risk-assessed training; and giving employees a voice.Have the CEO and top managers implemented these principles through robust practices If leaders don’t invest time, effort, and resources in embedding key integrity practices in business processes, “tone at the top” is just window dre ssing. For examples, see the sidebar “The Practice of Performance with Integrity.”Has integrity permeated every aspect of the corporate culture One vital tool for assessing that is an annual, anonymous employee survey across all businesses and regions that asks, “Is integrity compromised by business pressures” and “Are the leaders’ verbal commitments to integrity reflected in action” The board can also have outside HR experts periodically conduct 360-degree assessments of the CEO and top executives that explore such questions.Has the CEO met annual performance-with-integrity objectives set by the board One example might be effectively handling a major miss or crisis—an environmental accident, a bribery case, or a financial restatement—and remedying the problem systematically after a candid analysis of its causes. Another objective might be hiring leaders in emerging markets such as China, Russia, and India who are skilled in integrating performance and integrity.How do business divisions rate comparatively The board should look at how integrity practices differ among divisions and how the CEO deals with laggards. It should also look at how the units rank against external peers. This may require data from news or government reports or a comparative audit by, say, a former regulatory official.The board’s standards for assessing pay for performance with integrity should also define a new set of “specs” in the company’s CEO succession planning. In evaluating candidates, the board should ask: Do they possess the knowledge, experience, and skills to drive a robust performance-with-integrity culture deep into the company’s global operations The same specsshould be used to evaluate the compensation of senior executives and set goals for leadership development programs. That’s the best way to ensure that, over the long term, the company’s top ranks are filled with managers who live by the principles and practices of performance with integrity—and thus help the company avoid debilitating risks and secure the trust that is vital to doing business.Here’s a sample list of ques tions greatly shortened because of space limits that will help boards assess a CEO’s performance-with-integrity practices. They can be answered using tools like process reviews and substantive audits and external outcomes such as environmental violations or customer complaints.LeadershipDoes the CEO...communicate to the organization that integrity must never be compromised to make the numbersdiscipline generals, not just troops, for integrity lapsesaddress difficult integrity issues regularly at staff meetingsBusiness processesDoes the CEO...build a strong integrity infrastructure—processes for preventing, detecting, and responding to lapses in all businesses and regions—and put A players in charge of itassess integrity needs realistically and provide adequate funding for those activitiesrespond promptly to early warnings on trends in legal, ethical, and country risksGiving employees a voiceDoes the CEO...encourage reporting of financial, legal, and ethical concerns through a system that prevents retaliationensure that concerns are investigated fairly and promptly, that trends are tracked, and that remedial action is taken if neededFrom the point of view of productivity, it is production or other economic activities of human labor input the monetary funds manifestations, is the final cost of the product components. In the conditions of market economy, enterprises mainly through paid to the accounting or measuring production and other economic activities of human labor consumption. Due to the pressure of competition, enterprises must consider cutting labor costs.From the point of view of the relations of production, compensation for the income distribution reflects the outcome of the staff was theallocation of shares. Under the current social system of our country, compensation is the main sources to the means of subsistence consumption of workers. It have a major impact on the level of consumption and the consumption structure , and consumption actually is the process of reproduction labor, reproduction of labor also has an important influencein the next phase of production. Therefore, the compensation’s level has great significance for sustained and stable increase production or promote other economic activities.Such a dual character of compensation, it decided that the compensation management is actually reduce expenditure and income distribution on production costs and that continued to improve pay levels of this contradiction and make an adjustment.2The function of compensationThe function of compensation may from the enterprises, workers and social aspects to inspect:①From the point of view of the enterpr ises, compensation has the following functions: First, the increment functions. Compensation is not only the costs of purchase labor by enterprises, as well as the investment of live working , it will give employers greater than expected cost benefits. The existence of such benefit, provided the impetus mechanism of labor employment and investment labor for the enterprises. Second, the promoting functions. Compensation is a evaluation of workers and operators’ performance, reflect the quality and quantity conditions of work. Therefore, the compensation can promote staff constantly improvetheir work efficiency and enthusiasm. Third, the coordination functions. While the movement of compensation, put the organization's goals and intentions of managers to employees, correspond the relationship between staff and enterprises, and promote the consistent of staff’ action and enterprises correspond. On the other hand, the reasonable of compensation’ differentials and structure can effectively mediate the conflict between the employees, and harmony the human relationships.②From the point of view of the employee, compensation has thefollowing functions: First, the reproduction of labor ensure functions. Staff through the labor and services exchange for compensation, so that they could meet the need of food, clothing, shelter, withthe basic needs of life, thereby achieving a reproduction of labor force. Second is to achieve functional value. Compensation is an evaluation for enterprises to pay for their employees, also is the recognition of staff capability and level, is the returns of the implement of individuals value, and the signal of successful promotion, it reflects the employees’ relative position and function in enterprises, it can make the staff have a sense of achievement and satisfaction, and thus inspire greater enthusiasm for the work.Third,reasonable compensation will be strong the trust of enterprise by staff ,buildup the expected increase risk of psychological sense ofsecurity and a sense of security for the staff.③From the point of view of the social, compensation has the relocate function of labor force resources for the social. Most people will bewilling to the higher compensation regions, departments and the post. As a manager can use the difference compensation to guide human resources reasonable flow, promote the effective distribution for human resources, implement the human resources development and maximize efficiency. In addition, compensation also can apply the occupational value and types of work by people, compensation level to a certain extent reflect the types of work or social values, thereby adjust the people's occupational aspirations and the flows of obtain employment.Compensation has always been an attention task, it is not merelyrelated to each person's personal interests, is involved in every organization, the whole community, and even the entire country's socio-economic development. Therefore, compensation is that foreign scholars have always been an important research subject.The Motivation theory of compensation is the basis of the compensation management theory. Motivation is the most important and most basicfunctions in compensation. How to use the compensation to motivate the staff’ efficiency and enthusiasm, is the core content of compensation study, design and compensation management. Reasonable, fair and competitive compensation is the most important factors to encourage the employees to work hard. Reasonable, and effective compensation management mechanism between prompting is a benign interaction. Effective compensation mechanism must motivate the staff use higher quantity and quality to completed tasks, and higher quantity and quality of work must bring higher compensation.Motivation is a psychology concept, in its essence, it is said that some motivation by the reasons, some occurred motive acts is produced. For example, the same person, why do their sometimes work actively, and sometimes flagging spirit and no mood to work, or even negative go slow Now, put the motivation concept into management practice, endow a new meaning. That is motivation is a spiritual power or state, the staff has stepped up, inspire and promote the role and instruction or guidance staff conduct atthe organization's goals. Therefore, not only to study some kind of motivation how is, more crucial to examine how to promote the management of a particular object have the motivation how to guide them with their full force to achieve a particular goal. Today's society, more and more motivation by many managers in the implementation guidance and leadershipis seen as an important method thus effectively integrate human, using technology to achieve reunification of all employees ,it will also make the personal ease of mind, the achievement of organizational objectives.In the understanding the basis of human, and many scholars research the needs and conduct of human, But it has the same purpose of the study, namely : how to inspire motivation, how to analyze needs, how to determine action, adopted to meet the needs of the people to achieve their basic objective, so as to achieve an effective motivation.At present, domestic and foreign scholars have recognized the main motivation theory: Hierarchy of Needs Theory, Two-factor theory, Equity Theory, Expectancy theory of motivation. This text simply introduce Hierarchy of Needs Theory and Expectancy theory of motivation.Maslow put forward the hierarchy of needs theory, it thinks that the needs of human is arisen with the arrangement form, from the junior programs need to begin to move upwards to senior needs. Maslow thinks thatit generally has five levels of needs in social life by people:physiological needs, security needs and society needs, respect needs andself-actualization needs.Maslow also considers that when a need to be met, and a higher level of need will occupy the dominant position, the individual needs of the layerto rise. From the point of motivation, no a need will be fully met, However, as long as the meeting is part of the individual will to pursue other aspects of their needs. According to Maslow's view, if we want to inspire someone, it is imperative to understand which hierarchy of needs by the person, then focused on meeting the needs of this level or above this level needs. Maslow's theory gained all-pervading recognition, especially gained the recogniztion from practice by many managers. This is mainly due to thetheory simple and clear, easy to understand the inherent logic. Its maximize usefulness lies in the fact that it points out the need for every person. As managers, in order to effectively it is necessary to understand their subordinates what is need to meet.Expectancy theory of motivation is proposed by FulumuV. H. Vroom who is the United States psychologists. The basic viewpoints of Expectancy theory of motivation is: People expect their actions will help to achieve acertain target circumstances, will be incentive to do certain things together to achieve our goals. Performance is the three function of perceived: expectations, relevance and potency.In the reform process of state-owned enterprise, the internal reform of the compensation system is always the summit concerned by all the levels of managers. The reform of enterprises compensation system throughout the entire process of state-owned enterprises reform. While managers at all levels pay great attention to design and pay system reform in China but the majority of businesses pay system still faced with many problems and shortcomings at present, and many enterprises’ employees is not high satisfaction of the compensation system, the compensation system of enterprises has failed to play the role of incentive, didn’t become the norm to workers. Like other state-owned enterprises. When the E&Y factory carry through the compensation management, also not fully understand that the compensation system of enterprises must support and services to the enterprise's strategic goals. Greater extent on the existence of compensation to compensation, distribute the Equity and reasonable into the reform and development process as a goal and not what kind of compensation system will be favorable to corporate strategy and the implement of human resource strategy, E&Y factory do not from their own strategies and the overall human resources strategy starting to reform and improve the compensation system, and do not foothold in the enterprise business strategy and human resources strategy, according to labor market, Finally formed enterprises compensation management system. Enterprises lack of management experience in professional human resources management sector in the medium and long term development strategy of Research and decompositionto the enterprise, according to the external market and the development of enterprises and work out development strategies that suit the salary management system, lack of study on compensation management. Although enterprises also pay a certain of reform for compensation system in recent years, but these reforms are not from the height of corporate strategy and the enterprise fails to reflect the strategic objectives and positioning.Due to the inference of traditional structure and the traditional concept, the existing compensation structure of enterprise is relatively average, no reasonable began gap, the price of enterprises compensation and labor market detached from the price of labor market, key positions in the compensation level below the external market compensation level and without external competition; And non-key positions in the compensation higher than the market level. The compensation of ordinary workers is higher than the market price. From the exterior, non-key positions ordinary workers of enterprise whose compensation their salary level higher than the average level in society, one side it increases the cost of human and waste the limited financial of enterprises, as ordinary employees in the labor market, especially in the large population of urban areas is a serious oversupply. There is absolutely no need to pay their high compensation, even paid high wages to stimulate all their enthusiasm, but is not worth from the inputand output view of the relative efficiency , form the internal, non-critical positions in higher compensation levels, contrast, key positionson the low compensation levels, it will increase the sense of unfairness in key positions, in the important positions of workersThe staff of some key posts and important positions of the enterprise, their compensation were lower than the prices of market compensation. As we all know, the compensation level of enterprises in the talent market, and even the whole society should certainly attractive, In order to attract and retain talent, it can be overcome competitors. For first-rate talent should be given first-class return. If the key employees and the core staff income lower than the standards of social level, external competitiveness will be relatively weak, it will make the enterprises fail to hold the human, and led to serious unreasonable human resource structure in the enterprise.From the circumstances of investigation by us, on the one hand, many employees discontent the existing compensation system in the reflected rewards; On the other hand, there are many staff can not correctly deal with the compensation gap. Staff on the compensation gap issue of love and hate, this bring a big resistance to the reform of compensation, even though the good idea is hardly to implement.As enterprise managers, are not to break the original pattern, the result is to make the large contribution of staff and Core staff lost their jobs initiative and creativity, even cause the missing of talent in the enterprises.Through the design of compensation in E&Y factory, which broke the original pattern of the compensation system, re-designing the compensation structure, recycling a compensation, under a new establishment of the guidance of modern theory of incentives, enterprise operations and staff compensation levels closely fall together, combine the income of employees and work performance closely, It will be able to maximize the mobilization of staff enthusiasm, initiative and creativity, strengthen the staff of responsibility and urgency, improve work efficiency, increase performance, make greatest contribution to meet the development goals of enterprise, to adapt the changes in the internal and external environment, protect the long-term stable and healthy development of the new compensation system.During the process of design of compensation system, and strive to achieve the following objectives: Providing a basic ideas and framework for the compensation of distribution to the enterprises, reasonable structure, strong maneuverability; give priority to efficiency and give consideration to fairness; adhere to equal compensation for equal work, embodied rewards; at the same time, appropriate increasing the total compensation, reasonable widening income gaps.绩效薪酬的致命缺陷小本杰明·海涅曼迫于股东和公众压力,许多公司董事会都在努力建立与业绩挂钩的薪酬体系,以期CEO们恪尽职守;但是,此类薪酬体系往往存在一个致命缺陷：仅关注业绩,而忽略了操守;从顶级公司股东委托书所附的薪酬委员会报告可以看出,这种忽略是显而易见的;毕竟,上市公司始终面临着完成业绩目标的巨大压力;为此,它们不惜违规违纪;然而,这种职业操守的缺失将导致各种灾难性后果,包括起诉纠纷、罚款赔付、解雇免职以及市值暴跌;殊不知,操守与业绩并重,才能在公司内外赢得最基本的信任,而公司力量也只是建立在信任的基础之上;在公司各个层面上将高尚操守和卓越业绩相融合是CEO的基本任务,董事会应该在CEO的现金和股权报酬中划出一定比例,专门与CEO在上述任务上的表现挂钩;但董事会为何没有这样做呢这可能是因为他们自己对操守的含义也并不确定,更不知道该如何考核职业操守与财务业绩的融合了;那么,董事会要设计重操守的绩效薪酬制,第一步要做的就是引入操守概念：操守是全公司的统一文化,有三个要素组成——坚决遵守正式的规章制度；采用符合公司长远利益同时又不损害他人利益的伦理标准；员工要承诺做到诚实坦率、公平公正、可信可靠;第二步,董事会需运用一些复杂的分析工具,当然也要运用他们的个人判断力,来考核CEO是否已经把高尚操守和卓越业绩相融合;董事会可根据以下问题判断：CEO是否在全公司范围内制定了操守和业绩并重的薪酬制度,且由公司领导层对此负责举例而言,CEO应该做到：领导层始终如一地恪守职业操守,把操守和业绩的结合当作一项业务流程来管理,运用预警系统抢先把握全球商业规范趋势,及时提供道德风险评估培训,并保证员工的发言权;CEO和高管们是否在实践中贯彻了这些原则如果领导层没有投入足够的时间、精力和资源,将关键的操守原则落实到公司的业务流程中,那么所谓的“高层主张”就只不过是空口白话而已;操守原则是否已渗透到公司文化的每个层面一个重要的评估工具就是覆盖公司所有业务及地区的员工匿名年度调查表,其中包括这些问题：“操守原则是否会向商业压力让步”“在恪守职业操守方面,领导是否言行一致”董事会还可以定期邀请外部的人力资源管理专家,同样就此类问题对CEO和高管进行360度评估;CEO是否完成了董事会设定的操守和业绩并重的年度目标比如说,这个目标是：CEO有效处理严重失误或危机如环境事故、贿赂案,或者财务造假,并且在对事件起因进行坦诚分析后,有条不紊地解决问题;又比如：在新兴市场如中国、俄罗斯和印度聘用善于兼顾操守与业绩的领导者;公司各事业部在职业操守方面的相对表现如何董事会要观察各事业部之间的操守差异,以及CEO是如何处理那些落后分部的;同时,董事会还要将这些事业部与公司外部的同行进行比较;这可能需要从新闻报道、政府报告或前监管机构官员的的比较审计资料中收集数据董事会在明确上述考核标准时,还应制定一套新的CEO继任“规范”;在考量候选人时,董事会应该问：他们的知识、经验、能力是否有利于推动操守和业绩并重的健康企业文化,使之深入公司在全球的每一个经营机构另外,这套规范还应当运用在高管薪酬评估,以及领导人培养项目的目标设定中;长期来看这也是确保公司高层坚持操守和业绩并重原则的最佳方式,有助于公司规避风险,获取商界成功所必需的信任;操守与业绩并重的管理实践下面列出的一份问题清单样本限于篇幅,问题数量已经大大缩减,对董事会评估CEO兼顾操守与业绩的实际行为会有所帮助;要找到这些问题的答案,可以借助流程评估、独立审计和外部影响如环境损害或客户投诉等手段;领导力CEO是否……告知组织上下,操守原则决不向像业绩目标让步不仅仅规范普通员工的操守,同时也约束高层领导的行为定期在员工会议上处理有关操守的棘手问题业务流程CEO是否……为员工恪守职业操守创造必要的基础条件——设计流程用以防范、发现并处理公司各业务、各地区内的不端行为,并安排明星员工负责此项工作现实地评估操守需求,并拨出足够的经费予以支持对法律风险、伦理风险和国家风险的变化提出预警,并及时应对让员工有发言权CEO是否……鼓励员工通过正式系统来报告财务问题、法律问题以及伦理问题,同时防止员工因此遭受打击报复确保及时公正地研究问题,跟踪问题的发展趋势,并在必要时采取补救措施从生产力角度看,它是企业生产或其他经济活动中投入的活劳动的货币资金表现形式,是产品最终成本的构成要素;在市场经济条件下,企业主要通过薪酬来核算或计量生产与其他经济活动中活劳动的消耗;由于竞争的压力,企业必须考虑不断降低活劳动的成本;从生产关系角度看,薪酬体现为收入分配的结果,是员工所获得的分配份额;在我国现行社会制度下,薪酬是劳动者获取生活资料进行消费的主要来源;它对消费水平和消费结构都有重要的影响,而消费实际上是劳动力再生产的过程,劳动力的再生产又对下一步生产具有重要影响;因此,薪酬水平的持续稳定提高对于推动生产或其他经济活动具有十分重要的意义;薪酬的这种两面性,决定了薪酬管理实际上就是对生产成本上不断降低薪酬支出与收入分配上不断提高薪酬水平的这一矛盾而作出的一种调节;①从企业方面看,薪酬具有以下功能:一是增值功能;薪酬既是企业购买劳动力的成本,也是用来交换劳动者活劳动的手段,同时还是一种对活劳动的投资,它能够给雇主带来预期大于成本的收益;这种收益的存在,为企业主雇佣劳动力、投资劳动力提供了动力机制;二是激励功能;薪酬是对劳动者和经营者工作绩效的一种评价,反映着其工作的数量和质量状况;因此,薪酬可以激励员工不断提高工作效率和工作积极性;三是协调功能;一方面薪酬额的变动,将组织的目标和管理者的意图传递给员工,协调员工与企业之间的关系,促使员工行为与企业目标相一致;另一方面,合理的薪酬差别和结构,能有效地调解雇员之间的矛盾,从而协调好人际关系;②从员工方面看,薪酬具有以下功能：一是劳动力再生产保障功能;员工通过劳动和服务行为换取薪酬,从而能满足本人及家庭的吃、穿、住、用等基本生活需求,进而实现着劳动力的再生产;二是价值实现功能;薪酬是企业对员工工作付出的一个评价,是对员工工作能力和水平的承认,也是对个人价值实现的回报,是晋升和成功的信号,它反映了员工在企业中的相对地位和作用,能使员工产生满足感和成就感,并进而激发出更大的工作热情;三是合理的薪酬能加强员工对企业的信任感,增强员工对预期风险的心理保障意识和安全感;③从社会方面看,薪酬对社会具有劳动力资源的再配置功能;人们一般都会愿意到薪酬较高的地区、部门和岗位工作,作为管理者可以利用薪酬差别可以引导人力资源的合理流向,促进人力资源的有效配置,实现人力资源开发和利用效率的最大化;另外,薪酬也调节着人们对职业和工种的评价,薪酬水平从某种程度上反映着该职业或工种的社会价值,从而调节着人们职业的愿望和就业的流向;薪酬历来都是一个倍受关注的课题,它不仅仅关系到每个人的切身利益,更是牵涉到每个组织,整个社会,乃至整个国家的社会经济发展;所以,薪酬也历来是国内外学者研究的重要课题;激励理论是薪酬管理理论的基础;激励是薪酬众多功能中最重要、最基本的功能之一;如何通过薪酬来激励员工的工作积极性和工作效率,是进行薪酬研究、设计和薪酬管理的核心内容;合理、公平和富有竞争力的薪酬是激励员工努力工作的最重要因素之一;合理、有效的薪酬管理机制与激励之间是一个良性的互动过程;有效的薪酬机制必然激励员工以更高的数量和质量完成工作任务,而更高数量和质量的工作也必然带来更高的薪酬;激励原本是一个心理学的概念,就其本质而言,它是表示某种动机所产生的原因,即发生某种行为的动机是如何产生的;例如,同样一个人,为何有时工作积极,有时却精神萎靡不振,无心做事,甚至消极怠工现在,把激励这个概念引入到管理实践中,就赋予了新的含义;也就是说激励是一种精神力量或状态,对员工起加强、激发和推动作用,并指导或引导员工行为指向组织的目标;因此,不仅要研究某种动机是如何产生的,关键更要研究如何促使被管理对象产生某种特定的动机,如何引导他们拿出自己的全部力量来为实现某一目标而努力;当今社会,激励已经越来越被许多管理者在实施指导与领导工作中被视为重要的方法,从而有效地结合人力,运用技术,达到统一全体员工的意志,又使个人心情舒畅,实现组织的目标;在对人的认识的基础上,许多学者对人的需求、行为进行了研究,但研究的目的都有一个是相同点,即:如何激发动机,如何分析需求,如何判定行为,通过人们需要的满足达到自己的基本目标,从而实现有效激励;目前国内外学者所公认的激励理论主要有:需求层次理论、双因素理论、公平理论、期望理论等;下面本文简单地对需求层次理论、期望理论作一个介绍;马斯洛提出了需要层次理论,认为人类的需要是以层次的形式出现的,由低级的需要开始逐级向上发展到高级的需要;马斯洛认为人们在社会生活中一般有五个层次的需要:生理需要、安全需要、社会需要、尊重需要、自我实现的需要;马斯洛还认为,当一种需要得到满足后,另一种更高层次的需要就会占据主导地位,个体的需要是逐层上升的;从激励的角度看,没有一种需要会得到完全满足,但只要其得到部分的满足个体就会转向追求其它方面的需要了;按照马斯洛的观点,如果希望激励某人,就必须了解此人目前所处的需要层次,然后着重满足这一层次或在此层次之上的需要;马斯洛的理论得到了普遍的认可,特别是得到了广大实践中的管理者的认可;这主要归功于该理论简单明了、易于理解、具有内在的逻辑性;其最大的用处在于它指出了每个人均有需要;身为主管人员,为了有效地激励下属,就必须要了解其下属需要满足的是什么;期望理论是美国心理学家弗鲁姆提出的;期望理论的基本观点是:人们在预期他们的行动将会有助于达到某个目标的情况下,才会被激励起来去做某些事情以达到目标;绩效是三大知觉的函数:期望、关联性和效价;从心理学的角度来考察,期望理论包含三种特定的心理联系:首先是努力付出与业绩联系,即指个人所感知的通过努力能够实现预期业绩日标的可能性;其次是业绩与薪酬的关系,它是个人对通过一定水平的努力能够取得预期薪酬的认定程度;最后是结果或薪酬的吸引力,表明实现预期结果或所获得的薪酬对个人来说重要性有多大;在国有企业改革的进程中,企业内部薪酬制度的改革一直是各级管理者普遍关注的热点;企业薪酬制度的改革贯穿于国有企业改革的全过程;虽然各级管理非常重视薪酬设计与薪酬制度的改革但是目前我国的绝大多数企业的薪酬制度还是面临着诸多的问题和不足,许多企业的员工对薪酬制度的满意度总是不高,企业的薪酬制度并没有能发挥出应有的激励作用,没有变成职工行为的规范;和其他国有企业一样;进行薪酬管理时,还没有充分地认识到企业的薪酬制度一定要支持和服务于企业的战略目标的重要性;在较大程度上存在着就薪酬论薪酬,把公平、合理地分配薪酬本身当成一种目的而不是关注什么样的薪酬制度会在企业改革与发展过程中有利于企业战略和人力资源战略的实现,没有从自身的总体战略和人力资源战略出发来改革和完善薪酬制度,并没有立足于企业的经营战略和人力资源战略,以劳动力市场为依据,最后形成企业的薪酬管理系统;企业在薪酬管理方面缺乏有经验的专业人力资源管理部门来对企业的中长期的发展战。

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