人力資源管理雙語教學課件08薪酬管理

HumanResourceManagementChapter8CompensationTeachingObjectives:Whenyoufinishstudyingthischapter,youshouldbeableto:

-Explainthemeaningofrewardingemployees;-Understandtheorganizationalrewardsystem(報酬系統(tǒng))andincentivepaysystems(激勵薪酬系統(tǒng));-Understandthebasewageorsalarycomponent(構成)ofemployeecompensation;-CompareandcontrastIncentivePaySystems(激勵薪酬系統(tǒng))-Discusstheprocessofdevelopingrewardsystem.Chapter8Outline8-1Introduction8-1-1Compensation8-1-2InfluentialFactorsofCompensation8-1-3FunctionsofCompensation8-1-4TheoriesUsedtoExplainCompensation’sEffects8-2PayStructure8-2-1ViewpointsofPay8-2-2PayDecision8-2-3BasedWagesandSalary8-2-4IncentivePay8-2-5Benefits8-3EstablishingPayRatesStep1:ThesalarysurveyStep2:JobEvaluationStep3:GroupSimilarJobsintoPayGradesStep4:PriceEachPayGrade-WageCurvesStep5:Fine-TunePayRates8-4ProgramsandMethods8-4-1CompensationPrograms8-4-2JobEvaluation8-4-3PricingtheJob

OpeningCaseWhenhebecameCEOoflBM，LouisGerstnerJr.knewhehadtospark(喚醒)thefirmoutofitslethargy(死氣沉沉).Foryears，IBMpeoplehadworkedinasortofcocoon(繭),insulated(隔絕)fromthemarket,paidnotonperformancebutprimariIyonseniority(資歷).Hehadtorefocushisemployees’attentiononanewsetofvalues：Winningmustbeanobsession(執(zhí)著);execution(執(zhí)行)isbuiltonspeedanddecisiveness(果斷決策)；andteamworkissomethingIBMmustcultivate(培育)．OneofGerstner’sfirststepswastoorderadramaticoverhaul(徹底改革)ofIBM’sentirecompensationplan.Thenewplanhadtomakerewardscontingenton(與…掛鉤)performance,onthemarket

andonwinning.Apocalypse

(啟示)1.Organizationshavearelativelylargedegreeofdiscretion(謹慎)indecidinghowtopay.2.Differencesinperformancebyanindividual,group,organization,seniority,orskillsdeterminethepay.3.Regardlessofcostdifferences,differentpayprogramscanhaveverydifferentconsequencesforproductivityandreturnoninvestment.McGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.8-1Introduction8-1-1Compensation(1)Definition:Employeecompensationreferstoallformsofpayorrewardsgoingtoemployeesandarisingfromtheiremployment.(2)TwoMainComponents-directfinancialpayments(直接經濟報酬)(intheformofwages工資，salaries薪金，incentives獎金,commissions傭金，andbonuses紅利).-indirectpayments(間接經濟報酬)(intheformoffinancialbenefits經濟福利likeemployer-paidinsuranceandvacations)．

8-1Introduction8-1-1Compensation(3)Twobasicalwaystomakedirectfinancialpaymentstoemployees：onincrementsoftimeandonperformance．-Time-basedpayisstillmostpopular(forinstance，Blue-collarworkersgethourlyordailywages;managersorWebdesignerstendtobesalariedandpaidbytheweek，month，oryear)．-Performance-basedpayisthesecondoption．Piecework(計件工資)isanexample；ittiescompensationtotheamountofproduction(ornumberof“pieces”)theworkerproduces．andispopularasanincentiveplan(績效獎勵計劃)．8-1-2InfluentialFactorsofCompensation(1)影響企業(yè)整體薪酬水平的因素外部因素：生活費用與物價水平地區(qū)和行業(yè)工資水平勞動力市場供求狀況國家政策、法律法規(guī)內部因素：企業(yè)的薪酬策略企業(yè)工資支付能力產品的需求彈性工會的力量(2)影響員工個人薪酬水平的因素工作績效、職位、技能、工作條件、年齡與工齡8-1-3FunctionsofCompensation(1)Compensate(補償功能)簡單再生產——體力恢復復雜再生產——技能更新(2)Compete(競爭功能)LabormarketProductmarket(3)Motivate(激勵功能)IndividualPerformanceOrganizationalPerformanceEquityTheoryAgencyTheoryExpectancyTheoryMcGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.ReinforcementTheory8-1-4TheoriesUsedtoExplainCompensation’sEffects8-1-4TheoriesUsedtoExplainCompensation’sEffects(1)EquityTheory-basicallyholdsthatemployeeshaveastrongneedtomaintainabalancebetweenwhattheyperceiveastheirinputstotheirjobsandwhattheyreceivefromtheirjobsintheformofrewards.-O.p/I.p<,>,=O.o/I.o

Internalequity(內部公平)–comparisonoftwoemployeesinthesameorganization.

Externalequity(外部公平)–dealswithwhatemployeesinotherorganizationsarebeingpaidforperformingtheirjobs.Individualequity(個人公平)–addressestheissueofrewardingindividuals.

Organizationalequity(組織公平)–isconcernedwithhowprofitsaredividedup(分配).8-1-4TheoriesUsedtoExplainCompensation’sEffects(2)ReinforcementTheory

-Aresponsefollowedbyareward

ismorelikelytorecurinthefuture.(3)ExpectancyTheory

-Motivationisafunctionofvalence,instrumentality,andexpectancy

(動機是效價、工具和期望的一個函數).McGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.8-1-4TheoriesUsedtoExplainCompensation’sEffects(4)AgencyTheory-Theinterestsoftheprincipals(委托人，i.e.owners)andtheiragents(代理人，i.e.managers)maynotconverge(相一致).-Typesofagencycostsinclude:◣Perquisites(特權)◣Attitudestowardsrisk◣Decision-makinghorizons(決策基點)AgencyCosts?Agencycostsmaybeminimizedbytheprincipalchoosingacontractingschemethathelpsaligntheinterestsoftheagentwiththeinterestsoftheprincipals.?

Thetypeofcontractdependspartlyonthefollowingfactors:-riskaversion(厭惡)-outcomeuncertainty-jobprogrammability(預定程序性)-measurablejoboutcomes-abilitytopay-traditionMcGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.8-2Paystructure-Payiscriticalinattaining(實現)strategicgoals.-Payhasamajorimpactonemployeeattitudesandbehaviors.-Employeecompensationistypicallyasignificantorganizationalcost.

8-2-1ViewpointsofPay

(1)Fromtheemployer’spointofview:

8-2Paystructure-Policieshavingtodowithwages,salaries,andotherearningsaffecttheiroverallincomeandthustheirstandardofliving.-Bothlevelofpayandfairnesscomparedwithothers’payareimportant.8-2-1ViewpointsofPay

(2)Fromtheemployee’spointofview:8-2Paystructure8-2-2PayDecisionsPaystructurereferstotherelativepayofdifferentjobs(jobstructure)andhowmuchtheyarepaid(paystructure).Paylevelistheaveragepayinorganizations,includingwages,salaries,andbonuses.Jobstructureistherelativepayofjobsinorganizations(i.e.,therangeofpayoftenexpressedbysalarygrades).

Paypoliciesareattachedtojobs,notindividuals.McGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.8-2Paystructure8-2-2PayDecisionsTwotypesofemployeesocialcomparisonsofpayareespeciallyrelevantinmakingpay-levelandjobstructuredecisions:PayStructureDecisionAreaPayLevelJobStructureAdministrativeToolMarketpaysurveysJobevaluationFocusofEmployeePayComparisonsExternalequityInternalequityConsequencesofEquityPerceptionsExternalemployeemovement,laborcosts,employeeattitudesInternalemployeemovement,cooperation,employeeattitudesComponentsofEmployeeCompensation(1)Pay:

Itreferstoactualdollarsthatemployeesreceiveinexchangefortheirwork.(2)Basewageorsalary:

hourly,weekly,ormonthlypaythatemployeesreceivefortheirwork(正常勞動消耗的補償).(3)Incentive:

rewardsofferedinadditiontothebasewageorsalaryandareusuallyrelatedtoperformance(超額勞動的補償).(4)Benefit:

arerewardsthatemployeesreceiveasaresultoftheiremploymentandpositionwiththeorganization.Itisusuallynotrelatedtoemployeeperformance(補充性報酬).(5)Allowance(津貼)：特殊勞動的補償8-2PayStructure8-2-3BasedWagesandSalary基本工資Job-basedpay崗位工資Skill-basedpay

技能工資Knowledge-basedpay知識工資Competency-basedpay勝任能力工資VariablePay可變工資Performance-basedpay績效工資(meritpay)IncentivePayPlans激勵薪酬計劃Broad-banding寬帶薪酬制EmployeeBenefits員工福利Benefitpackage一攬子福利計劃Flexible-benefitplan彈性福利計劃8-2PayStructure8-2-3BasedWagesandSalary(基本工資)(1)Skill-basedpay(技能工資):

-employeeispaidfortherange,depth,andtypesofskillsandknowledgeheiscapableof.Employeesgainskillandknowledgeandtheirsalaryincreases.

Fitsworkforcevalues符合勞動力價值Increasesstaffingflexibility增強人員配置靈活性Buildsleanerstaffingrequirements精簡人員需求Encouragesflatterorganizationalstructure支持組織扁平化InspireshigherqualityandquantityproductivitylevelsBroadensincentives(激勵)toincreaseknowledgeandskillsReinforcesgroupparticipation.Deepenscommitmentwhenpromotionsareunavailable.Decreasesoveralllaborcosts.Improvesunderstandingofoperation(業(yè)務).Greaterproductivity提高生產率Favorablequalityoutcomes保證質量Scrapreduction減少廢品PotentialBenefitsofaSkill-BasedPaySystem8-2PayStructure8-2-3BasedWagesandSalary(基本工資)(1)Competency-basedpay(勝任能力工資)

-Acompetencyisdefinedasatraitoracharacteristicthat’srequiredbyajobholdertoperformthatjobwell.Itoftenincludeknowledge,skills,andbehaviors.DesigningCompetency-BasedPay8-2PayStructure8-2-3BasedWagesandSalary(基本工資)(3)Variablepay(可變工資):-referstogrouppayplansthattiepaymentstoproductivity.(4)Piecework(計件工資):-Payistieddirectlytowhattheworkerproduces-emphasisonperformance-basedvariablepay.8-2PayStructure8-2-3BasedWagesandSalary(基本工資)(5)Broad-bandingpay(寬頻薪酬):

-collapsing(壓縮)salarygradesandranges.

intojustafewwidelevelsorbands,eachofwhichcontainsarelativelywiderangeofjobsandsalarylevels..3-emphasisonrewardingindividualsfortheirskillsandcompetencies,andtodefiningsalarygradesmuchmorebroadly.-emphasisongivingindividualsachoiceintherewardstheyreceive.8-2PayStructure8-2-4IncentivePay獎金(略)8-2PayStructure8-2-5Benefits福利Legallyrequired法定福利SocialSecurity社會保障Unemploymentcompensation失業(yè)補償Worker’scompensation工傷賠償Retirementrelated退休福利Pensionplans養(yǎng)老金計劃Insurancerelated保險福利Healthinsurance健康保險Lifeinsurance人壽保險Accidentanddisabilityinsurance意外傷害保險Paymentfortimenotworked非工作時間福利Paidholidays–typically9-10daysperyearFloatingholidays–

tobetakenattheemployeesdiscretionPaidvacationtypically2weeksafter1yearOthers其他福利EmployeeBenefitsLegallyrequired法定福利SocialSecurity社會保障Unemploymentcompensation失業(yè)補償Worker’scompensation工傷賠償Retirementrelated退休福利Pensionplans養(yǎng)老金計劃Insurancerelated保險福利Healthinsurance健康保險Lifeinsurance人壽保險Accidentanddisabilityinsurance意外傷害保險Paymentfortimenotworked非工作時間福利Paidholidays–typically9-10daysperyearFloatingholidays–tobetakenattheemployeesdiscretionPaidvacationtypically2weeksafter1yearOthers其他福利Source:BasedonfiguresfromU.S.ChamberofCommerceStatisticsandResearchCenter,The2001EmployeeBenefitsStudy(Washington,D.C.:U.S.ChamberofCommerce,2001),p.8.Wages工資

62.5￠Legallyrequiredbenefits(employer’sshareonly)法定福利8.7￠Retirementrelated養(yǎng)老支出 7.3￠Insurancerelated保險支出 10.5￠Paymentfortimenotworked帶薪休假損失 9.4￠Other其他

1.3￠Total 99.7￠BenefitsExpenditures福利支出8-3EstablishingPayRatesStep1:ThesalarysurveyStep4:PriceEachPayGrade-WageCurvesStep5:Fine-TunePayRatesStep3:GroupSimilarJobsintoPayGradesStep2:JobEvaluation8-3EstablishingPayRatesStep1:Thesalarysurvey-Benchmarking(標桿比較)isaprocedurebywhichanorganizationcomparesitsownpracticesagainstthoseofthecompetition.-Thefollowingissuesmustbedeterminedbeforepaysurveysareused:◣Whichemployers(i.e.enterprises)

shouldbeincludedinthesurvey?

◣Whichjobsareincludedinthesurvey?

◣Ifmultiplesurveys(多次調查)areused,howarealltheratesofpayweighted(賦予權重)andcombined(合并數據)?ProductMarket

v.

LaborMarketComparisons

Product-marketcomparisonswillbemoreimportantwhen:-Laborcostsrepresentalargeshareoftotalcosts.-Productdemandiselastic(富有彈性的).-Thesupplyoflaborisinelastic(缺乏彈性的).-Employeeskillsarespecific(特定的)totheproductmarket.

Labor-marketcomparisonswillbemoreimportantwhen:-Attractingandretaining(留住)employeesisdifficult.-Thecostsofrecruitingarehigh.8-3EstablishingPayRatesStep1:Thesalarysurvey

Rateranges(薪資區(qū)間)refertodifferentemployeesinthesamejobthatmayhavedifferentpayrates.

Keyjobsarebenchmarkjobs(基準職位)thathaverelativelystablecontentandarecommontomanyorganizationssothatmarket-paysurveydatacanbeobtained.

Nonkeyjobsareuniquetoorganizationsandcannotbedirectlyvaluedorcomparedthroughtheuseofmarketsurveys.?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.8-3EstablishingPayRatesStep2:JobEvaluation-Ajobstructurereferstotherelativeworthofvariousjobsintheorganization,basedoninternalcomparisons.-Jobevaluationisanadministrativeprocedurethatmeasuresajob'sworthtotheorganization.

◣Theevaluationprocessiscomposedofcompensablefactors(報酬要素),whicharethecharacteristicsofjobsthatanorganizationvaluesandchoosestopayfor.

◣Jobevaluatorsoftenapplyaweightingschemetoaccountforthedifferingimportanceofthecompensablefactorstotheorganization.8-3EstablishingPayRatesStep3:GroupSimilarJobsintoPayGrades

-Afterdeterminingtherelativeworthofeachjob，thecommitteegroupsjobsintopaygrades,andthenassignspayratestoeachjob．

-Eveninsmallerorganizations，there’satendencytotrytosimplifywageandsalarystructuresasmuchaspossible.Therefore,thecommitteewillprobablygroupsimilarjobs(intermsoftheirrankingornumberofpoints，forinstance)intogradesforpaypurposes.Insteadofhavingtodealwithhundredsofpayrates，itmightonlyhavetofocuson，say,10or12.

8-3EstablishingPayRatesStep3:GroupSimilarJobsintoPayGrades

-Apaygradeiscomprisedofjobsofapproximatelyequaldifficultyorimportanceasestablishedbyjobevaluation．

-Per“jobcluster”(職位族)(aclusterisalogicalgrouping，suchasfactoryjobs，clericaljobs，andsoon)commonlyincludes10to16grades.8-3EstablishingPayRatesStep4:PriceEachPayGrade—WageCurves

Threepay-settingapproaches:(1)Marketsurveyapproach：Thegreatestemphasisisonexternalcomparisons.Itbasespayonmarketsurveysthatcoverasmanykeyjobsaspossible.(2)Pay-policyline：Amathematicalexpressionthatdescribestherelationshipbetweenajob’spayanditsjobevaluationpoints.(3)Paygrades：Groupingjobsofsimilarworthorcontenttogetherforpayadministrationpurposes.Therangespread(薪資區(qū)間跨度)isthedistancebetweentheminimumandmaximumamountsinapaygrade.8-3EstablishingPayRatesStep4:PriceEachPayGrade—WageCurves

8-3EstablishingPayRatesStep5:Fine-TunePayRates(1)DevelopingPayRanges-Mostemployersdevelopverticalpay(or“rate”)rangesforeachhorizontalpaygrade．Thesepayrangesshowminimum，maximum，andmidpointpayratesforthatgrade，asinthefollowingfigure.-Thereareseveralreasonstousepayrangesforeachpaygrade．First,itletstheemployertakeamoreflexiblestanceinthelabormarket．Second,itletcompaniesprovideforperformancedifferencesbetweenemployeeswithinthesamegradeorbetweenthosewithdifferentseniorities(資歷)．-Thewagelineorcurveusuallyanchorseachpayrange．Thefirmmightthenarbitrarily(任意地)decideonamaximumandminimumrateforeachgrade.8-3EstablishingPayRatesStep5:Fine-TunePayRates(2)CorrectingOut-of-LineRates-Thewagerateforaparticularjobmayfallwelloffthewagelineorwelloutsidetheraterangeforitsgrade,asshowninabove-mentionedfigure.

-Theemployershouldraisethewagesofunderpaidemployeestotheminimumoftheraterangefortheirpaygrade．Pointsfallingaboveareadifferentstory．8-3EstablishingPayRatesStep5:Fine-TunePayRates8-4ProgramsandMethodsCompensationProgramsPricingtheJobJobEvaluation8-4-1CompensationPrograms(1)MeritPay(績效加薪)(2)IndividualIncentives(個人獎勵)(3)ProfitSharing(利潤分享)(4)Ownership(所有權)(5)Gainsharing(收益分享)(6)GroupIncentives(群體獎勵)andTeamAwards(團隊獎勵)(1)MeritPay(績效加薪)Meritpayprogramslinkperformance-appraisalratingstoannualpayincreases.Ameritincreasegridcombinesanemployee’sperformanceratingwiththeemployee’spositioninapayrangetodeterminethesizeandfrequencyofhisorherpayincreases.Someorganizationsprovideguidelinesregardingthepercentageofemployeeswhoshouldfallintoeachperformancecategory.McGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.(1)MeritPay-Deming,whoisacriticofmeritpay,arguesthatitisunfairtorateindividualperformancebecause"apparentdifferencesbetweenpeoplearisealmostentirelyfromthesystemthattheyworkin,notthepeoplethemselves.”-Criticismsofmeritpayinclude:thefocusonmeritpaydiscouragesteamwork.Themeasurementofperformanceisdoneunfairlyandinaccurately.Meritpaymaynotreallyexist.(2)IndividualIncentives(個人獎勵計劃)Individualincentivesrewardindividualperformance,butpaymentsarenotrolledintobasepay,andperformanceisusuallymeasuredasphysicaloutputratherthanbysubjectiveratings.Theyarerelativelyrarebecause:Mostjobshavenophysicaloutputmeasure.Therearemanypotentialadministrativeproblems.Employeesmaydowhattheygetpaidforandnothingelse.Theytypicallydonotfitinwiththeteamapproach.Theymaybeinconsistentwithorganizationalgoals.Someincentiveplansrewardoutputattheexpenseofquality.McGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.(2)IndividualIncentivesplans(個人激勵計劃)Piecerateplans計件工資計劃(simplestandmostcommon)Straightpiecerate直接計件工資paysafixedamountperacceptablepieceproducedDifferentialpiecerate差別計件工資payshigherrateforpiecesproducedPlansbasedontimesaved時間節(jié)省計劃Commissionplan傭金計劃Individualbonuses個人獎金Suggestionsystems提案制度Incentivesformanagerialpersonnel管理人員獎勵Annualbonuses年終獎Longtermperformanceplans績效分享計劃Stockoptionsformanagerialpersonnel股票期權計劃(3)ProfitSharing(利潤分享)Underprofitsharing,paymentsarebasedonameasureoforganizationperformance(profits),andpaymentsdonotbecomeapartofbasepay.Anadvantageisthatprofitsharingmayencourageemployeestothinkmorelikeowners.Thedrawbackisthatworkersmayperceivetheirperformancehaslittletodowithprofitbutismorerelatedtotopmanagementdecisionsoverwhichtheyhavelittlecontrol.McGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.(4)Ownership(所有權計劃)Ownershipencouragesemployeestofocusonthesuccessoftheorganizationasawhole,but,likeprofitsharing,maynotresultinmotivationforhighindividualperformance.Onemethodtoachieveemployeeownershipisthroughstockoptions,whichgiveemployeestheopportunitytobuycompanystockatafixedprice.Employeestockownershipplans(ESOPs)areemployeeownershipplansthatgiveemployerscertaintaxandfinancialadvantageswhenstockisgrantedtoemployees.ESOPscancarrysignificantriskforemployees.McGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.(5)Gainsharing(收益分享計劃)Gainsharingprogramsofferameansforsharingproductivitygainswithemployees,andarebasedongrouporplantperformancethatdoesnotbecomepartoftheemployee’sbasesalary.Conditionsthatshouldbeinplaceforgainsharingtobeeffectiveinclude:managementcommitmenttheneedtochangeoraprocessofcontinuousimprovementmanagement'sacceptanceandencouragementofemployeeinputhighlevelsofcooperationandinteractionemploymentsecurityinformationsharingonproductivityandcostsgoalsettingcommitmentandagreementofallpartiesstandardsthatareunderstandable,fair,andrelatedtoobjectives.McGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.(6)GroupIncentives(群體獎勵計劃)andTeamAwards(團隊獎勵)GroupincentivestendtomeasureperformaceintermsofphysicaloutputTeamawardplansmayuseabroaderrangeofperformancemeasures.Drawbacksarethatindividual

competitionmaybereplaced

bycompetitionbetweenteams.McGraw-Hill/Irwin?2006TheMcGraw-HillCompanies,Inc.Allrightsreserved.8-4-2JobEvaluation(1)ProceduresofJobEvaluationStep1：GatherinformationonthejobsbeingevaluatedStep2：IdentifiesthefactorstobeusedindeterminingtheworthofdifferentjobsStep3：Developingandimplementingaplantoevaluatetherelativeworthofthedifferentjobs8-4-2JobEvaluation(2)--1JobRankingMethodObtainjobinformationSelectratersandjobstoberatedSelectcompensablefactorsRankjobsCombineratings

-rankseachjobrelativetoallotherjobs

8-4-2JobEvaluation(2)--2Jobclassificationmethods(職位分類法):

-managercategorizesjobsintogroupsbasedontheirsimilarityintermsofcompensablefactorssuchasskillsandresponsibility.8-4-2JobEvaluation(2)--3Pointmethod(計點法):-involvesidentifyingseveralcompensablefactors,eachhavingseveraldegrees,andthenassigningpointsbasedonthenumberofdegrees,tocomeupwithanactualnumberofpointsforeachjob.-SelectionofKeyJobs選擇關鍵崗位-SelectingCompensableFactors選擇報酬因素●Skill技能●Responsibility責任●Workingconditions工作條件-AssigningWeightstoFactors確定因素權重-AssigningPointstoSpecificJobs確定特定職位點數SamplePointValues(點值樣本)CompensableMaximumAssignedPointsperDegreeFactorPoints SubfactorsFirstSecondThirdFourthSkill 260 Jobknowledge 35 70 105 140 Experience 20 40 60 80 Initiative 10 20 30 40Effort 240 Physical 20 40 60 80 Mental 40 80 120 160Responsibility 360 Forcompanypolicy 20 40 60 80 Forworkofothers 40 80 120 160 Forgoodwillwith customersandpublic 20 40 60 80 Forcompanycash 10 20 30 40Jobconditions 140 Workingconditions 20 40 60 80 Hazards 15 30 45 60Totalpossiblepoints 1,000PossiblePointTotalsforKeyBankingJobs

銀行關鍵崗位的因素排序

Job崗位 Points點數Headteller出納主任980Loanteller貸款出納員900Teller出納員870Secret