[精选]第五章薪酬水平及其外部竞争性

薪酬管理课件 薪酬水平及其外部竞争性第五章7/10/2022 里奇伟里奇伟(Ridgeway Hospital)医院是一个有医院是一个有2 9 6个住院床位的内个住院床位的内科和外科医疗中心。除了设有全部的传统常规医疗服务项目外，还设有科和外科医疗中心。除了设有全部的传统常规医疗服务项目外，还设有心脏病监护、癌症治疗和急诊服务。里奇伟医院位于一个中等规模都市心脏病监护、癌症治疗和急诊服务。里奇伟医院位于一个中等规模都市的中心，有的中心，有8 0 6名支付全职工资的雇员。名支付全职工资的雇员。里奇伟医院千方百计地保证其支付系统的内部一致性。用因素里奇伟医院千方百计地保证其支付系统的内部一致性。用因素计点法，里奇伟医院的工作在评估打分的基础上被分成计点法，里奇伟医院的工作在评估打分的基础上被分成 2 5个薪金级别个薪金级别。每一个薪金级别在原来的基础上还有上下。每一个薪金级别在原来的基础上还有上下2 5%的浮动。没有经验的的浮动。没有经验的或经验很少的雇员，只得到其所属级别中的最低限的薪水。随着雇员们或经验很少的雇员，只得到其所属级别中的最低限的薪水。随着雇员们在他们的工作中的不断进步，他们会被支付与其工作中所表现出来的水在他们的工作中的不断进步，他们会被支付与其工作中所表现出来的水平相称的薪水。平相称的薪水。雇员们似乎对里奇伟医院的薪金体系很满意，几乎没有什么正雇员们似乎对里奇伟医院的薪金体系很满意，几乎没有什么正式的抱怨。然而，在回顾了这个医院的人员流动数字后，薪酬支付经理式的抱怨。然而，在回顾了这个医院的人员流动数字后，薪酬支付经理玛丽玛丽克拉弗特克拉弗特(Mary Craft)注意到，在医院的理疗师中存在着不寻常的注意到，在医院的理疗师中存在着不寻常的高流动率。玛丽决定对这件事进行调查，看一看是否是医院的付薪实践高流动率。玛丽决定对这件事进行调查，看一看是否是医院的付薪实践造成了这一问题。造成了这一问题。开篇案例7/10/2022 理疗师在薪金等级中属于第理疗师在薪金等级中属于第8级。级。里奇伟医院对这一级别的付薪里奇伟医院对这一级别的付薪范围是范围是17 500 美元美元 2 25 0 0美元。玛丽做了一些考察后发现，里奇伟美元。玛丽做了一些考察后发现，里奇伟医院的主要竞争对手，兰利医院的主要竞争对手，兰利(Langley)医院支付给它的理疗师的薪水为医院支付给它的理疗师的薪水为21 000美元美元27 000美元。很显然，里奇伟医院支付的薪酬不具备外部美元。很显然，里奇伟医院支付的薪酬不具备外部竞争力。竞争力。针对这一问题，玛丽决定召开一次会议来讨论如何应付。出席针对这一问题，玛丽决定召开一次会议来讨论如何应付。出席会议的有主管人力资源的副总裁保罗会议的有主管人力资源的副总裁保罗皮特森皮特森(Paul Peterson)和他的助和他的助手比尔手比尔约翰森约翰森(Bill Johson)。比尔建议里奇伟医院将理疗师的工作级别。比尔建议里奇伟医院将理疗师的工作级别升至第升至第 1 0级，以使其对理疗师付薪标准能与兰利医院的付薪情况相当级，以使其对理疗师付薪标准能与兰利医院的付薪情况相当。而保罗对这一提议表示怀疑，他觉得这样的变动将会破坏里奇伟医院。而保罗对这一提议表示怀疑，他觉得这样的变动将会破坏里奇伟医院的工作评估计划的可信度，并会导致士气问题，特别是对那些被分在薪的工作评估计划的可信度，并会导致士气问题，特别是对那些被分在薪金级别金级别8中的雇员们。中的雇员们。开篇案例7/10/2022思考:l 如何理解对外竞争力?l 你是否同意保罗提出的将理疗师工作重新分类到支付级别1 0会导致士气问题的说法？l 你能想出一个更好地解决此问题的办法吗？请解释。l 一般地，当内部岗位价值评估与外部市场薪酬定价相矛盾时，如何解决？（参考下一章）开篇案例7/10/2022薪酬水平及其外部竞争性POLICIESTECHNIQUESOBJECTIVESEFFICIENCY Performance Quality Customers Stockholders CostsFAIRNESSCOMPLIANCECOMPETITIVENESSMarket Surveys Policy PAY definitions lines STRUCTURECONTRIBUTORSSeniority Performance Merit INCENTIVE based based guidelines PROGRAMSMANAGEMENTCosts Communication Change EVALUATIONALIGNMENTWork Descriptions Evaluation/analysis certificationINTERNALSTRUCTURE7/10/2022基于职位的薪酬体系设计：基于职位的薪酬体系设计：职位薪酬体系的特点与操作流程工作分析工作分析薪酬调查薪酬调查职位评价职位评价薪酬水平薪酬水平基于职位基于职位薪酬体系薪酬体系7/10/2022劳动力市场因素劳动力市场因素劳动力供需模型的补充与修正劳动力供需模型的补充与修正产品市场与企业特征的影响产品市场与企业特征的影响选择具有竞争力的策略选择具有竞争力的策略薪酬调查薪酬调查外部竞争性及薪酬水平外部竞争性及薪酬水平薪酬水平及其外部竞争性7/10/2022薪酬水平是指企业支付给薪酬水平是指企业支付给不同职位的平均薪酬。不同职位的平均薪酬。技能薪酬体系的内涵与特点Pay level refers to the average of the array of rates paid by an employer Base+Bonuses+Benefits+Options/Employees7/10/2022 外部竞争力是指不同组织间的薪酬外部竞争力是指不同组织间的薪酬关系关系与竞争对手相比组织的薪酬水与竞争对手相比组织的薪酬水平，实际上就是指一家企业的薪酬水平平，实际上就是指一家企业的薪酬水平的高低以及由此产生的企业在劳动力市的高低以及由此产生的企业在劳动力市场上的竞争能力的大小。场上的竞争能力的大小。外部竞争性及薪酬水平7/10/2022A和和B哪个更有竞争哪个更有竞争力力?$25,00$50,00$100,00AB外部竞争性及薪酬水平7/10/2022外部竞争性的几点注意事项：外部竞争性的几点注意事项：n外部竞争性不是一个笼统的概念，应当落实到职位或职位簇上。n竞争也包括选择多种薪酬形式（如红利、持股、灵活的福利），职业机会，具有挑战性的工作等。n外部竞争性涉及界定相关劳动力市场相关劳动力市场。n外部竞争性与内部一致性存在权衡。外部竞争性及薪酬水平7/10/2022 One Companys Market Comparison:Base vs.Total Compensation外部竞争性及薪酬水平7/10/2022 One Companys Market Comparison:Base vs.Total Compensation外部竞争性及薪酬水平7/10/2022外部竞争性及薪酬水平Two Companies:Same Total Compensation,Different Mixes7/10/2022外部竞争性及薪酬水平Two Companies:Same Total Compensation,Different Mixes7/10/2022外部竞争性及薪酬水平Two Companies:Same Total Compensation,Different Mixes7/10/2022薪酬水平关注的目标：薪酬水平关注的目标：n吸引、保留和激励员工n控制劳动力成本n塑造企业形象外部竞争性及薪酬水平7/10/2022Some Consequences of Pay LevelsCompetitiveness of total compensationContain operating expenses(labor costs)Increase pool of qualified applicantsIncrease quality and experienceReduce voluntary turnoverIncrease probability of union-free statusReduce pay-related work stoppages选择具有竞争力的策略7/10/2022Base Pay+Increases+Benefits+Allowances+Perquisites=Labor Costs x xNumber of EmployeesAverage Pay Level Pay Level Decisions Impact Labor Cost外部竞争性及薪酬水平7/10/2022薪酬水平薪酬水平劳动市场因素需求特性需求特性供给特性供给特性产品市场因素产品市场因素竞争程度竞争程度产品需求水平产品需求水平组织因素行业行业,规模规模,战略战略薪酬水平决策的主要影响因素薪酬水平决策的主要影响因素外部竞争性及薪酬水平7/10/2022劳动力市场因素劳动力市场因素劳动力供需模型的补充与修正劳动力供需模型的补充与修正产品市场与企业特征的影响产品市场与企业特征的影响选择具有竞争力的策略选择具有竞争力的策略薪酬调查薪酬调查外部竞争性及薪酬水平外部竞争性及薪酬水平薪酬水平及其外部竞争性7/10/2022$100,000Pay for business graduatesNumber of business graduates available$50,000$25,0001001000DemandSupplySupply and Demand for Business School Graduates in the Short Run劳动力市场因素7/10/2022Labor Demand劳动力市场因素lAnalysis of labor demand indicates how many employees will be hired by an employerlIn the short run,an employer cannot change any factor of production except human resourcesuAn employers level of production can change only if it changes the level of human resourcesuAn employers demand labor coincides with the marginal product of laborlMarginal product of laboruAdditional output associated with employment of one additional human resources unit,with other production factors held constantlMarginal revenue of laboruAdditional revenue generated when firm employs one additional unit of human resources,with other production factors held constant7/10/2022 0 5 10 15 20 25SupplyDemandNumber of business graduates availableNumber of business graduates availableSupply to individual employerMarginal revenue product$25,000$25,000$50,000$50,000$100,000$100,000Pay for business graduatesPay for business graduatesMarket levelEmployer level劳动力市场因素7/10/2022Labor Supplyl Assumptions about behavior of potential employeespMany people are seeking jobspThey possess accurate information about all job openingspNo barriers to mobility among jobs existl Upward sloping supply curve assumes that as pay increases,more people are willing to take a jobl However,if unemployment rates are low,offers of higher pay may not increase supply劳动力市场因素7/10/2022劳动力市场因素劳动力市场因素劳动力供需模型的补充与修正劳动力供需模型的补充与修正产品市场与企业特征的影响产品市场与企业特征的影响选择具有竞争力的策略选择具有竞争力的策略薪酬调查薪酬调查外部竞争性及薪酬水平外部竞争性及薪酬水平薪酬水平及其外部竞争性7/10/2022补偿性工资差别理论：补偿性工资差别理论：u所谓补偿性工资差别，是指在知识技能水平方面没有本质差异的劳动者因所从事工作的工作条件和社会环境优劣不同而产生的薪酬水平差异。u差别理论实际是从劳动需求角度承认企业是不同质的。u需要弥补的一些负面特性：培训费用高工作安全性差工作条件性成功的机遇少劳动力供需模型的补充与修正7/10/2022效率工资理论：效率工资理论：u所谓效率工资是指一家企业所支付的薪酬高于市场通行工资率时的薪酬水平。u高薪酬可以吸纳高素质求职者。u减少跳槽人数。u员工出于对企业“感激”之心，会更努力地工作u因为被解雇的代价增加，工人会尽量避免“怠工”u减少管理人员。劳动力供需模型的补充与修正7/10/2022信号工资理论：信号工资理论：u信号模型实际上是对劳动力市场上的信息不对称问题所作的一种补充解释。u企业的意图是向当前的以及潜在的员工发出信号，告诉他们企业所期望的行为和价值观是什么。u该理论也适合劳动力供给模型，劳动力供给者也会对潜在的雇主传递信号。劳动力供需模型的补充与修正7/10/2022保留工资理论：保留工资理论：u保留工资实际是一种边际概念（边际闲暇小时价值），一旦市场所能提供的工资率超过了劳动者的保留工资，劳动就会考虑从事工作而不是享受闲暇。u保留工资也是一种心理概念。u有效的市场薪酬信息有利于降低劳动者保留工资和标准的市场工资率的差异。劳动力供需模型的补充与修正7/10/2022人力资本理论：人力资本理论：u通过自我投资（如教育、培训、经验）来提高工作能力的人将获得更高的薪酬。u个人获得技能和能力需要花费时间、金钱或利用各种资源。u薪酬水平一旦提高，愿意克服这些障碍的人数也就是增加，因而劳动力供给曲线向上倾斜。劳动力供需模型的补充与修正7/10/2022 Theory Prediction So What?Compensating differentialsWork with negative characteristics requires higher pay to attract workers.Job evaluation must collect and compensable factors most capture these negative characteristics.Efficiency wageAbove-market wages will improve efficiency by attracting workers who will perform better and be less willing to leave.Staffing programs must have the capability of selecting the best employees.Work must be structured to take advantage of employees greater efforts.SignalingPay policies signal the kinds of behavior the employer seeks.Pay practices must recognize these behaviors by better pay,larger bonuses,and other forms of compensation.劳动力供需模型的补充与修正7/10/2022 Theory Prediction So What?Reservation wageJob seekers wont accept jobs whose pay is below a certain wage,no matter how attractive other job aspects.Pay level will affect ability to recruit.Human capitalThe value of an individuals skills and abilities is a function of the time and expense required to acquire them.Higher pay is required to induce people to train for more difficult jobs.Supply Side Theories and Implications劳动力供需模型的补充与修正7/10/2022劳动力市场因素劳动力市场因素劳动力供需模型的补充与修正劳动力供需模型的补充与修正产品市场与企业特征的影响产品市场与企业特征的影响选择具有竞争力的策略选择具有竞争力的策略薪酬调查薪酬调查外部竞争性及薪酬水平外部竞争性及薪酬水平薪酬水平及其外部竞争性7/10/2022l Two key product market factors affect ability of a firm to change price of its products or services nLevel of product demand Puts a lid on maximum pay level an employer can setnDegree of competition In highly competitive markets,employers are less able to raise prices without loss of revenueProduct Market Factors and Ability to Pay产品市场与企业特征的影响7/10/2022Organization Factorsl Industryl Employer size l Organization strategy 产品市场与企业特征的影响7/10/2022薪酬水平政策选择影响因素总结：薪酬水平政策选择影响因素总结：劳动力市场特征劳动力市场特征薪酬水平薪酬水平政策选择政策选择产品市场特征产品市场特征企业组织因素企业组织因素企业经营战略企业经营战略支付意愿支付意愿支付能力支付能力支付限制支付限制产品市场与企业特征的影响7/10/2022劳动力市场因素劳动力市场因素劳动力供需模型的补充与修正劳动力供需模型的补充与修正产品市场与企业特征的影响产品市场与企业特征的影响选择具有竞争力的策略选择具有竞争力的策略薪酬调查薪酬调查外部竞争性及薪酬水平外部竞争性及薪酬水平薪酬水平及其外部竞争性7/10/2022Choice of Employer(mix)Lead PolicyLag PolicyFlexible PoliciesPay with Competition(Match)Competitive Pay Policy Alternatives选择具有竞争力的策略7/10/2022Pay Policy Options:Match the Competitionl Attempts to ensure an organizationsnWage costs are approximately equal to those of its product competitorsnAbility to attract potential employees will be approximately equal to its labor market competitorsl Avoids placing an employer at a disadvantage in pricing products or in maintaining a qualified work forcel May not provide an employer with a competitive advantage in its labor markets选择具有竞争力的策略7/10/2022Pay Policy Options:Lead Policyl Maximizes ability to attract and retain quality employees and minimizes employee dissatisfaction with payl May offset less attractive features of workl If used only to hire new employees,may lead to dissatisfaction of current employees选择具有竞争力的策略7/10/2022Pay Policy Options:Lag Policyl May hinder a firms ability to attract potential employeesl If pay level is lagged in return for promise of higher future returnsnMay increase employee commitmentnFoster teamworknMay possibly increase productivity选择具有竞争力的策略7/10/2022Pay Policy Options:Flexible Policiesl Employers have more than one pay policyl Policy may vary for different occupational familiesnAbove market for critical skill groupsnBelow or at market for othersl Policy may vary for different pay elementsnAbove market in total compensationnBelow market in base paynAbove market in incentives and rewardsnAt or above market in benefits选择具有竞争力的策略7/10/2022Pay-Mix Policy AlternativesBase 50%Bonus 17%Options 16%Benefits 17%Performance-DrivenBase 50%Bonus 10%Options 10%Benefits 30%Work-Life BalanceBase 80%Benefits 20%Security(Commitment)Market MatchBase 70%Bonus 6%Benefits 20%Options 4%选择具有竞争力的策略7/10/2022Pay Policy Options:Choice of Employerl Companies compete based on their overall reputation as a place to workl Defines compensation more broadly to focus on all returns from employmentnOrganizations position based on total returns of working for itl Approach corresponds to brand or image a company projects as an employer选择具有竞争力的策略7/10/2022Pay Policy Options:Shared Choicel Begins with traditional options of lead,meet,or lagl Adds a second part-offer employees choices(within limits)in the pay mixl Similar to employer of choice in recognizing importance of both pay level and mixnEmployees have more say in forms of pay received选择具有竞争力的策略7/10/2022Which Pay Policy Achieves Competitive Advantage?l Involves assessing consequences of different pay policy optionsl Evidence?nPay level affects costsnEffects on productivitynEffects on ability to attractand retain employeesl Possibility of achieving competitive advantagenMessage that pay level and mix signal to people7/10/2022Probable Relationships Between External Pay Policies and Objectives 选择具有竞争力的策略7/10/2022劳动力市场因素劳动力市场因素劳动力供需模型的补充与修正劳动力供需模型的补充与修正产品市场与企业特征的影响产品市场与企业特征的影响选择具有竞争力的策略选择具有竞争力的策略薪酬调查薪酬调查外部竞争性及薪酬水平外部竞争性及薪酬水平薪酬水平及其外部竞争性7/10/2022 薪酬调查就是指企业通过收集信息来判断其薪酬调查就是指企业通过收集信息来判断其他企业所支付的薪酬状况这样一个系统过程。调他企业所支付的薪酬状况这样一个系统过程。调查能够向企业提供市场上各种相关企业向员工支查能够向企业提供市场上各种相关企业向员工支付的薪酬水平和薪酬结构等方面的信息。企业可付的薪酬水平和薪酬结构等方面的信息。企业可以根据调查结果来确定自己当前的薪酬水平相对以根据调查结果来确定自己当前的薪酬水平相对于竞争对手在既定劳动力市场上的位置，从而根于竞争对手在既定劳动力市场上的位置，从而根据自己的战略在未来调整自己的薪酬水平甚至薪据自己的战略在未来调整自己的薪酬水平甚至薪酬结构。酬结构。薪酬调查7/10/2022薪酬调查的类型：薪酬调查的类型：u薪酬调查的主体：政府、行业或专业协会、咨询公司、企业家联合会以及企业自己。u按调查方式分：正式薪酬调查、非正式薪酬调查u按调查组织者正式薪酬调查分：商业性薪酬调查、专业性薪酬调查和政府薪酬调查。u案例：探究国内薪酬调查报告市场状况探究国内薪酬调查报告市场状况 薪酬调查7/10/2022Determining ExternallyCompetitive Pay Levels and StructuresExternal competitiveness:Pay relationships among organizationsSet PolicySelect marketDesign surveyDraw policy linesMerge internal&external pressuresCompetitive pay levels,mix,and structuresSome Major Decisions in Pay Level Determinationu Determine pay-level policy.u Define purpose of survey.u Specify relevant labor market.u Design and conduct survey.u Interpret and apply results.uDesign grades and ranges or bands.薪酬调查7/10/2022Choice of EmployerLead PolicyLag PolicyFlexible Policies1、Specify Competitive Pay PolicyPay with Competition(Match)薪酬调查7/10/20222、What Is the Purpose of a Salary Survey?l Systematic process of collecting and making judgments about compensation paid by other employersl Provides data for nSetting the pay policy relative to competition nTranslating that policy into pay levels and structures薪酬调查7/10/2022Why Conduct a Salary Survey?l Adjust pay level How much to pay?l Adjust pay mix What forms?l Adjust pay structure?l Analyze special situationsl Estimate competitors labor costs薪酬调查7/10/20223、Select Relevant Market Competitorsl Relevant labor market includes employers who compete nFor same occupations or skillsnFor employees in same geographic areanWith same products or servicesl ExamplesnRelevant Labor Markets by Geographic and Employee GroupsnPay Differences by Location薪酬调查7/10/2022Relevant Marketsl Three factors determine relevant labor marketsnOccupationnGeographynCompetitorsl Issues related to defining the relevant marketnCompetitors Products,location,and size nJobs Skills and knowledge required and their importance to organizational success产品市场与企业特征的影响7/10/2022Relevant Labor Markets by Geographic and Employee GroupsGeographic ScopeProductionOffice and ClericalTechniciansScientists&EngineersManagerial ProfessionalExecutiveLocal:Within relatively small areas such as citiesMost likelyMost likelyMost likelyRegional:Within a particular area of the state or several statesOnly if in short supply or criticalOnly if in short supply or criticalMost likelyLikelyMost likelyNational:Across the countryMost likelyMost likelyMost likelyInternational:Across several countriesOnly for critical skills or those in very short supplyOnly for critical skills or those in very short supplySometimes薪酬调查7/10/2022Pay Differences by Location薪酬调查7/10/20227/10/20224、Design the Surveyl Who should be involved?l How many employers?l Which jobs to include?l What information to collect?薪酬调查7/10/2022Which Jobs to Include?Benchmark-jobapproachLow-highapproachBenchmarkconversionapproach薪酬调查7/10/2022What Information to Collect?l Nature of organizationl Total compensationsysteml Specific pay data onincumbents in jobsunder study薪酬调查7/10/2022Possible Survey Data Elements and Rationalel Nature of organizationnFinancial performancenSizenStructurel Nature of total compensation systemnCash forms usednNon-cash forms usedl Incumbent and jobnDatenJobnIndividualnPay薪酬调查7/10/2022Advantages and Disadvantages of Measures of CompensationBase PayTells how competitors are valuing the work in similar jobsFails to include performance incentivesand other forms,so will not give true picture if competitors offer low base but high incentives Total Cash(base+bonus)Tells how competitors are valuing work;also tells the cash pay for performance opportunity in the job.All employees may not receive incentives,so it may overstate the competitors pay;plus,it does not include long-term incentives.Total Compensation(base+bonus+stock options+benefits)Tells the total value competitors place on this workAll employees may not receive all the forms.Be careful;dont set base equal to competitors total compensation.Risks high fixed costs.薪酬调查7/10/20225、Interpret Survey Results(1 of 2)l No single best approachl Verify datanCheck accuracy of job matcheswSurvey levelingnCheck for anomalieswDoes any one company dominate?wDo all employers show similar patterns?wOutliers?薪酬调查7/10/20225、Interpret Survey Results(2 of 2)l Statistical analysisnFrequency distributionnMeasures of central tendencywMeanwMedianwWeighted meannMeasures of variationwStandard deviationwQuartiles and percentilesl Update survey data薪酬调查7/10/2022