薪酬制度流程的重點(diǎn)研究[文獻(xiàn)翻譯]

1、外文題目：Process-focused Salary System 出 處：Journal of Systems Science and Systems Engineering 作 者：Dcch P and Sloan R 原 文 ：Process-focused Salary SystemAbstract： Salary often acts as the main incentive by managers to push employees to adjust their behaviors so as to realize organizations goalWith the tra

2、nsfer from function focused organization to process focused organization，the new relative salary system should be established at the same timeThis article is intended to introduce an original salary system process focused salary systemAfter pointing out faults of traditional function focused salary

3、system，the article explains the design thoughts behind the new process focused salary systemsummaries its three styles：based on cost，based on quality and based on task；and at last defines its application scopeKeywords： salary system；process；BPR1 IntrOduction11 Background of Process focused Organizat

4、ionThe 1 990s witnessed the theory of BPR(Business Process Reengineering)，which was regarded as the forth revolution in the management history，became an effective tool to fight against organization redundancy， bureaucracy atmosphere and information.Technology black holeEmphasizing on the customer or

5、iented corporation culture and paying close attention to the core business processes，BPR uses S(Simplify)，I(Integration)，E(Eliminate)and A(Automation)to optimize the logical relations of activities in the processes，facilitate the smooth flow of cash，information，human and products and impel organizat

6、ion from function focused style to process focused style.More and more enterprises attach importance to the process focused organization since our society has entered the 3C(Customer，Change，Competition)eraAccording to the statistics，however，the succeSS rate of process focused organization is below 4

7、0 per centThe related survey indicated that the reasons for the failure lie in the fact that enterprises ignore the establishment of human resource plan，information technology platform and management regulation system(including corporation culture)，which account for 20 per cent，30 per cent and 50 pe

8、r cent of failure reason respectively.12 Salary System Is Key of Reform 7S SuccessTherefore，the key to reform7s SUCCESS is to set up a suit of management regulation system，and most importance of all，is to establish a set of salary systemThe reform requires employees to change their behaviors and val

9、ues since it redesigns the work flow and subsequently changes the ways of workingAs the most efficient tool of salary system can be made use of to encourage the expected behaviorUsing means of promoting，salary increasing and special subsidy to consolidate behavior change；at the same time，demotion，sa

10、lary deduction and other punishment means can be adopted as negative stimulants towards the unexpected behaviors In this way，employee can adjust bis behavior，change his work attitude，improve his skills and form new values day today2 Transfer from Function focused System：Salary System to Processfocus

11、ed Salary21 Faults of Function focused Salary SystemThere are two main kinds of salary system；one is functionfoeused salary system，the other is process focused salary systemFunction focused salary system has been the main trend for a long timeHow does it run?Firstly，the same or similar activities ar

12、e classified into the same departmentLet us take an exampleMarket survey，market promotion strategy decision，market distribution channel management are all similar activities，So they belong to the same department market departmentSecondly，diverse positions and levels are identified in every departmen

13、t of the organizationIf two persons have similar position then they have similar salaryPosition 8L Skill salary system，for instance，is one typical funetion-focused salary system，popular especially in manufacture industrySome firms classify the manufacture position into milling，punching，grinding，poli

14、shing and etc，with skill levels divided into primary，middle and highThe designers of above mentioned salary system deem that one position needs corresponding skills and abilities such as memory，decision and bodv control or some theoretical and practical knowledgeTo gain the certain position must stu

15、dy required skills，abilities and knowledgeIt goes without saying that more sophisticated knowledgemore large study costConsequently，PositionSkill salary svstem is to some extent compensation for study costThis widely used salary system seems reasonable and feasibleHowever，no matter how perfect it se

16、ems to be，the function focused salary system has one fataI fault in nature because it is born with function=focused organizationThis traditional organization type divides the whole organization into several functional departmentsEmplovees are usually promoted only within the department he works forW

17、hen an intern climbs his social ladder to be a senior financial manager，he has to concentrate on the work in finance department and attaches great importance to the instructions from his direct bossHe would not like to share his precious time and energy with other departments，needless to say of the

18、outside customerThat is to say，organization could not change into a customer oriented one since its employee cares too much about the demand of his own department to notice the demands of customersThat is why many departments in organization are dumb to the markets signals orpressure，and many employ

19、ees treat customers coldlyThe common clerks deem it issenior managers or boss not themselves that should shoulder responsibilities towardscustomersEmployees usually complain that unexpected or emergency task is beyond the descriptions in the position instruction bookcontribute to the customers 7 sat

20、isfactoryPeople seldom realize it is worthy efforts to .All in a11，the inherent fault of function focused salary system lies in the facts that emplovees ignore the customers and seldom share work with other department voluntarily22 Design Thoughts Behind Process-focused Salary SystemWhat then will b

21、e a well balanced and effective salary system?In the first place，salaryshould be a variety not a constantObviously，salary is the re distribution of part ofprofitAs it is well known，profit jumps up when demand is brisk and drops sharply when slump comesSince profit is changeable，salary is also change

22、ableIn the second place，salary system should measure employees work with both personal performance and the profit they createdOnly in this way can an employee endeavors to push his ability to the limit and meanwhile gives attention to the overall organization performanceBut the traditional function

23、focused salary system can not keep up with our society for its design thoughts are static and unilateralOur era demands a novelty salary systemProcess focused salary system has advantage over traditional one because it is born with process focused organizationAs mentioned above，the thoughts of proce

24、ss focused organization analyze organization structure from the angle of processThe resource such as cash. raw materials and people are initial inputsThe final products or services are outputsPlenty of interior processes transfer inputs into outputsThen，all employees are viewed as various links amon

25、g various of processesPeople who belong to some certain process must collaborate to satisfy the final customer at the last end of processThe reason is because customer satisfaction is the determinant factor of sales income and profitThe more satisfactory the customers are，the more opportunities for

26、organization to reinforce and enlarge its market shareProcess focused salary system adopts new measurement indexesIn the traditional salary system，they are age，knowledge background，position or skill level，but now one organization measures employees with one key question：What you have contributed to

27、the procass or customer satisfaction?To mak6 it practical，we can use sales income or profit,customer complain case rate，the co work attitude and other indexes to substitute for customer satisfaction measurementThe new salary system has significant meaning to win the competitionIt changes the ideas o

28、f employeesIn the past，employees think belong to some department and what Ido is for myself and my department“Now，employees think|.I belong to some process and what I do is for customers at the end of this process”Further，the person involved in one process looks at next link as one kind of internal

29、customerIt is his duty to try his best to provide products or services for the next link，and the last link provides products or service for the outside customerWith the application of process focused salary system，the customer oriented corporation culture spreads like wild fire and root in the heart

30、 ofemployees finally3 The Forms of Processfocused Salary SystemThere are three main forms of processfocused salary system：31 CostbasedThe cost-based and process-focused salary system is to apportion cost index into every link of one process，and then every link takes responsibility for controlling th

31、e costThis type of salary system is suit for pricesensitive organization where price is main weapon to win in market competitionIn practice，firstly，organization should set one price goalThis goal maybe the accepted market price or the price of productservice of main competitorsSecondly，cost goal is

32、calculated after the required profit rate is deducted from aimed priceThirdly，cost goal is apportioned among the process into every link step by stepCost of semiproducts must be controlled within the stipulated scope when semiproducts are transferred from one link to next oneThe employee will get hi

33、s payment when he meets the demand of cost controlIf he spares cost a lot with required quality，he will get extra bonus from what he savedOtherwise，his salary will be lower that standard as punishmentHandan Iron 8L Steel Corporation is a Success case of above mentioned salary system.Cost index is th

34、e only decisive factor of。salaryNo matter what the reason is，bonus or wage will be lost on the condition that cost index exceeds upper standard of the required control scopeThis salary system reform played a great role to stop loss and become a turn point to profitIt make Handan IronSteel Corporatio

35、n to be few of domestic profitable enterprise in the same industryBefore that，the corporations financial situation has been in red for five months and faced a slump demand in ironsteel market32 QualitybasedThe quality-based and processfocused salary system is to divide quality indexes into every lin

36、k of one process，and then every link takes responsibility for products quality of this linkThis type of salary system is suit for qualitysensitive organization especially in some chemical production industry where the product of former link is the raw material of latter linkThe final quality might b

37、e inferior。just because of fault of one linkIn practice，qualitysensitive organization can establish a set of quality indexesFor example，product rate，inferior product rate and super product rate are all quality indexes to measure the workers workAny link，which makes mistakes and 1ead to the final inf

38、erior product，will be responsible for the according lossThe salary of employees is calculated with the following formula：s=(a-b+c)PBWhere S：the actual salary；d：standard mark，usually 100；b：the lostss mark caused by this links fault；c：the loss mark caused by former 1inks fault；P：profit：B the salary po

39、rtion in profitusually 081 and it is constant，for only part of profit canbe used as salaryTherefore，employess can realize their work and salary is closely connected with finaloutput，and finally set up the senseof total qualityOne sugar firm adopts this salary systemIt divides the main production pro

40、cess intosugar cane purchase，；squeeaing，bagasse filtrating，sugar manufacturing and packing linksA quality control index system is used to assess the quality of every linkFor instance，the customer resent one inferior lot partly because the packing is not fasten and partly because sugar manufacturing

41、links product has not be purified enoughAccording to the quality index system，the loss mark caused by packings fault is 30，and the loss mark caused by sugar manufacturings fault is 1 7，so the salary of packing worker is：s=(a-b+c)PB=(100-30+17) PB =87PBThat is to say，the packing worker only gets 87 p

42、er cent of the standard salary外文題目：Process-focused Salary System 出 處：Journal of Systems Science and Systems Engineering 作 者：Dcch P and Sloan R 譯 文 ： 薪酬制度流程的重點(diǎn)研究摘要：薪酬往往充當(dāng)了提高管理者管理積極性的主要?jiǎng)恿?，促使員工來(lái)調(diào)整自己的行為，從而實(shí)現(xiàn)組織的結(jié)構(gòu)從以功能為重點(diǎn)的組織轉(zhuǎn)變?yōu)橐赃^(guò)程為重點(diǎn)的組織，這篇文章的目的是在建立新的相對(duì)工資制度同時(shí)引入原有的薪酬制度以過(guò)程為重點(diǎn)的工資制度，并指出了傳統(tǒng)薪資制度即以功能為重點(diǎn)的薪酬制度的弊端。文

43、章闡述了新的薪資制度以過(guò)程為重點(diǎn)的工資制度的特點(diǎn)：以成本為基礎(chǔ)，以質(zhì)量為基礎(chǔ)，以任務(wù)為基礎(chǔ)，最后對(duì)它的應(yīng)用范圍做了一個(gè)規(guī)范的定義。關(guān)鍵詞：薪酬制度，重點(diǎn)，業(yè)務(wù)再造流程1 簡(jiǎn)介1.1以過(guò)程為重點(diǎn)的組織建立的背景90年代出現(xiàn)了業(yè)務(wù)流程重組理論（業(yè)務(wù)流程再造理論），這是作為管理學(xué)理論上的歷史性革命，它成為一個(gè)能夠有效打擊組織重疊，組織職能過(guò)大和信息技術(shù)漏洞的工具。以客戶為本的企業(yè)文化強(qiáng)調(diào)密切關(guān)注核心業(yè)務(wù)流程，業(yè)務(wù)流程再造和使用，業(yè)務(wù)流程的簡(jiǎn)化及重組，電子商務(wù)和辦公自動(dòng)化等組織系統(tǒng)及業(yè)務(wù)流程的優(yōu)化。在活動(dòng)的過(guò)程強(qiáng)調(diào)要把促進(jìn)現(xiàn)金，信息，人力，產(chǎn)品和功能的合理有效組合作為重點(diǎn)從而推動(dòng)組織的發(fā)展和優(yōu)化。目前

44、越來(lái)越多的企業(yè)重視都把以建立過(guò)程為重點(diǎn)的組織體系作為管理體系的目標(biāo)和方向，因?yàn)槲覀兊纳鐣?huì)已進(jìn)入了3C（客戶，變革，競(jìng)爭(zhēng)）的時(shí)代。但是根據(jù)統(tǒng)計(jì)數(shù)據(jù)表明企業(yè)建立以過(guò)程為重點(diǎn)的組織體系的的成功率低于百分之四十。相關(guān)調(diào)查表明失敗的原因在于，企業(yè)忽視人力資源規(guī)劃占百分之二十，沒(méi)有重視信息化建設(shè)以及技術(shù)平臺(tái)的建立占百分之三十和忽視管理的規(guī)管制度（包括企業(yè)文化）占百分之五十。1.2薪酬制度是改革成功的關(guān)鍵因此，對(duì)于薪酬制度改革成功的關(guān)鍵是要建立一個(gè)相適應(yīng)的管理規(guī)例系統(tǒng)，最重要的，是建立一個(gè)薪酬體系。要求員工改變他們的行為和價(jià)值，因?yàn)樗匦略O(shè)計(jì)工作流程，隨后改變他們的工作方式的最有效的工具的。工資獎(jiǎng)勵(lì)制度，作

45、為最有效的管理工具，它以促進(jìn)和增加員工的收入及專項(xiàng)的獎(jiǎng)勵(lì)補(bǔ)助制度，改變員工原先的收入預(yù)期觀念。同時(shí)也可以降職，減薪等手段作為懲罰手段，兩者結(jié)合可以收到很好的效果。能夠?yàn)閱T工改變他們的行為，改變他的工作態(tài)度，提高自己的技能，并形成新的價(jià)值觀。2.從職能的轉(zhuǎn)變?yōu)橹攸c(diǎn)系統(tǒng)：薪酬系統(tǒng)處理為重點(diǎn)的薪酬2.1以功能為重點(diǎn)的薪酬系統(tǒng)的缺點(diǎn)目前有兩種主要類型的薪酬體系，一個(gè)是以功能為重點(diǎn)的薪酬制度，另一種是過(guò)程為重點(diǎn)的薪酬制度。以功能為重點(diǎn)的薪酬制度一直是主要的薪酬制度，以前一直是依靠這種理論來(lái)設(shè)置薪資制度的，那么他是怎樣運(yùn)行的呢？首先，把相同或類似活動(dòng)分為同一種不同的結(jié)構(gòu)體系，讓我們舉個(gè)例子，市場(chǎng)調(diào)查，市場(chǎng)

46、推廣戰(zhàn)略決策，市場(chǎng)分布，渠道管理都是類似的活動(dòng)，所以他們屬于同一個(gè)部門(mén)市場(chǎng)部門(mén)體系。其次，不同職位和級(jí)別確定，例如形同部門(mén)下的兩個(gè)人他們有著相同的薪酬，但是又可以根據(jù)他們的位置及技能來(lái)確定工資報(bào)酬，例如，制造業(yè)是一個(gè)典型的以級(jí)別為重點(diǎn)薪資報(bào)酬制度系統(tǒng)，尤其是在制造行業(yè)中有些制造企業(yè)把職工的位置細(xì)分成成銑，沖壓，打磨，拋光等不同部分。具有技術(shù)水平的又可以根據(jù)他們的學(xué)歷程度分為小學(xué)，初中和高中。設(shè)計(jì)者認(rèn)為每一個(gè)位置需要具備相應(yīng)的技能，如記憶，決策和人員的控制能力或一些理論及實(shí)踐的知識(shí)。要想獲得一個(gè)特定的職位必須具備這個(gè)職位所需的技能，能力和知識(shí)。不言而喻一些更加復(fù)雜的公司結(jié)構(gòu)下的薪資分類標(biāo)準(zhǔn)那就更

47、加的復(fù)雜化合多樣化。 這種被廣泛使用的工資制度和等級(jí)制度看起來(lái)似乎是合理的，但是無(wú)論如何完善，以功能為重點(diǎn)的薪酬制度有一個(gè)本質(zhì)上的缺陷，因?yàn)樗桥c生俱來(lái)的功能=傳統(tǒng)組織集中組織。這種類型分為幾個(gè)部分雇員們的通常只在整個(gè)組織部門(mén)內(nèi)推廣他的成果，當(dāng)他從一名實(shí)習(xí)生升到一個(gè)高級(jí)財(cái)務(wù)經(jīng)理，他已經(jīng)把注意力集中在了高級(jí)管理部門(mén)以及他的直接領(lǐng)導(dǎo)。這說(shuō)明他已經(jīng)不喜歡把他的寶貴時(shí)間和精力放在其他部門(mén)，或者是外面的客戶。這就是說(shuō)，這樣是組織結(jié)構(gòu)不能轉(zhuǎn)變成一個(gè)以客戶為中心的組織系統(tǒng)。因?yàn)樗膯T工的關(guān)心太擔(dān)心自己的部門(mén)，而很少去關(guān)心下面客戶的需求。這就是為什么在組織中的許多部門(mén)都忽視了市場(chǎng)的信號(hào)或壓力，很多員工對(duì)待客戶很冷淡。很多人認(rèn)為高級(jí)管理人員或者老板并不像客戶負(fù)責(zé)。雇員們一般會(huì)抱怨說(shuō)，這件事不是他屬于他的權(quán)利范圍之內(nèi)。