8報償制度(二)全面報償設(shè)計(TotalCompensationPackage)績效基礎(chǔ)薪酬(performance-basedpay)功績制(meritpayplan)與獎金制(incentivepayplan)個人獎勵(individualincentives)與團體獎勵(groupincentives)薪資議題(payissues:secrecy,security,andcompression)學習目標(LEARNINGOBJECTIVES)全面報償設(shè)計(TotalCompensationPackage)本薪(Basepay)變動性給付(Variablepay)間接性給付(Indirectpay)績效基礎(chǔ)薪酬(performance-basedpay)金錢是有效的績效激勵因子，企業(yè)希望留住績效好的員工的最常用的方法就是performance-basedpay

兩類績效基礎(chǔ)薪酬功績制(meritpayplan)

間接衡量績效，通常繼續(xù)不斷發(fā)給獎金制(incentivepayplan)

個人獎勵(individualincentives)團體獎勵(groupincentives)將對員工的給付與其績效或生產(chǎn)力直接掛鉤的一種設(shè)計;通常與本薪制度並用.獎金制度個人獎勵論件計酬(piecerateplans)傭金(plansbasedoncommissions)節(jié)省工時的獎勵(plansbasedontimesaved紅利(individualbonuses)提案獎金(suggestionsystem)對管理人員的獎勵團體獎勵利潤分享計畫(profit-sharingplans)史甘隆計畫(Scanlonplan)員工認股(ESOPs)獎金制度(incentivepaysystems)的種類理想的獎金制對員工及管理當局均有利簡單容易瞭解有基本薪資保證個人獎勵(IndividualIncentives)計件制(STRAIGHTPIECEWORK)Paydeterminationfluctuates basedonunitsofproduction pertimeperiod差別計件制(DIFFERENTIALPIECERATE)UsestwoseparatepieceratesOnerateforproductionupto standardAnotherrateforproduction exceedingstandard標準工時制(STANDARD-HOURPLAN)Baseswagesoncompletionofa jobortaskinsomeexpected periodoftime分紅制度(PRODUCTIONBONUSSYSTEMS)Hourlyrateplusbonusfor exceedingastandard傭金制(COMMISSION)Paydeterminationbasedona percentageofsalesinunitsor dollars組織全面獎勵制度

(OrganizationwideIncentives)提案制度(SuggestionSystems)Formalmethodofobtainingemployees’ideasaboutimprovementsRewardbasedonthesuccessfuluseofanidea利益分享(GainsharingIncentives)考慮員工貢獻(Allowsemployeescontributingtoperformanceresultstoshareintheproceeds)多種利潤來源(Gainscaninclude:hoursworked,dollarsspentonlabor,dollarsspentonwaste)利潤分享計畫(ProfitSharingPlans)Distributeafixedpercentageoftotalorganizationalprofitstoemployees員工認股(EmployeeStockOwnership)(ESOPs)EmployeesreceivestockinthecompanyEmployeebenefitspaidoutintheformofcompanystock史甘隆計畫(ScanlonPlan)鼓勵員工提出可能增進生產(chǎn)力的改善建議。此制度將勞動成本實質(zhì)節(jié)省後所增加的利潤，由全體員工與雇主共同分享(通常全體員工分得75%，公司分得25%).利益分享計畫(GainsharingPlans):著名例子林肯公司計畫(LincolnElectricPlan)論件計酬(Allcompensation basedonpiecework)晉升要看功績(Promotionsonmerit)員工認股(Stockpurchaseplanincluded)利潤潤分分享享計計畫畫(ProfitSharingPlans)在員員工工正正常常待待遇遇之之外外，，另另行行加加上上分分享享企企業(yè)業(yè)累累積積產(chǎn)產(chǎn)生生的的利利潤潤.及時時分分配配計計畫畫(currentdistributionplan):將當當季季或或當當年年的的利利潤潤提提出出某某一一比比例例分分配配給給員員工工遞延延計計畫畫(deferredplan):利潤潤存存到到基基金金中中，，直直到到退退休休、、死死亡亡或或喪喪失失工工作作能能力力時時才才分分配配報酬酬制制度度新新設(shè)設(shè)計計(InnovativeCompensationDesign):以個個人人為為基基礎(chǔ)礎(chǔ)(PeopleBasedPay)技能能基基礎(chǔ)礎(chǔ)(SKILL-BASED)Paylevelsbasedonhowmanyskillsemployeeshaveorhowmanyjobstheycando知識基礎(chǔ)礎(chǔ)(KNOWLEDGE-BASED)Rewardsemployeesforacquiringadditionalknowledgebothwithincurrentjobcategoriesandinnewjobones文憑基礎(chǔ)礎(chǔ)(CREDENTIAL-BASED)Requiresemployeestoobtaindiplomasorlicensesorpassoneormoreexaminations契約保證證(Guaranteedemploymentcontracts)高薪，不不受績效效影響(Highpayregardlessofperformancelevels)秘而不宣宣(Secretivepaypackages)CEO酬勞的爭爭議競標法(CompetitivePayApproach)Wideunjustifiablepaygaps15:1ratiosinsmalltomid-sizedfirms;100-200:1inlargefirms績效法(ComparativePerformanceApproach)基於績效而變動(Variableperformancebasedpay)設(shè)定績效目標(Performancetargetsset)委員會決定(Compensationcommittees)Widegapsbut…ClearerlinkstoperformanceCloselyregulatedbygov’t薪資守密密問題(PaySecrecyoropenness)WhatemployeeswanttoknowWilldisclosingpayinformationHarmorbenefitthefirm薪資保障障問題(PaySecurity)GuaranteedannualwageSupplementalunemploymentbenefitsCost-of-LivingadjustmentsSeverancepay薪資壓縮縮問題(PayCompression)PaygapsordifferentialsbetweencolleaguesSeniorandjunioremployees,supervisorsandsubordinates薪資政政策與與議題題12員工福福利與與服務(wù)務(wù)(EmployeeBenefitsandServices)間接報報償(indirectcompensation)組織提提供福福利與與服務(wù)務(wù)(benefitsandservices)的理由由法定福福利vs.非法定定福利利美國企企業(yè)與與我國國企業(yè)業(yè)的福福利措措施學習目目標(LEARNINGOBJECTIVES)間接報報償(Indirectcompensation)包括福福利與與服務(wù)務(wù)(BenefitsandServices)指員工工因為為是組組織的的一員員及參參與組組織活活動而而給予的的報酬酬，包包括以以金錢錢方式式給付付的福福利(如退退休金金、保保險給給付...)以以及非非金錢錢方式式給付付的服務(wù)務(wù)(如如康樂樂設(shè)施施、文文藝活活動...)Benefitsandservicesareavailabletoworkersaslongastheyareemployedbytheorganization.影響福福利與與服務(wù)務(wù)措施施的各各項因因素Domestic&Int’’lEconomicConditionsLaborMarketLaborUnionsCompany&IndustryConditionsState&FederalGovernmentGeographicLocationBENEFITSANDSERVICES員工福福利(FringeBenefits)因身為為公司司一份份子或或身居居公司司某一一職位位而享享有的的報酬酬(Rewardsthatemployeesreceiveforbeingmembersoftheorganizationandfortheirpositionsintheorganizations)通常與與員工工的業(yè)業(yè)績無無關(guān)配合法法令規(guī)規(guī)定協(xié)助滿滿足員員工生生活的的需求求不讓員員工產(chǎn)產(chǎn)生理理所當當然、、不花花白不不花的的心態(tài)態(tài)若非法法定，，儘量量給予予員工工選擇擇機會會符合組組織財財務(wù)能能力福利措措施的的原則則經(jīng)濟取取向:年年終獎獎金、、分紅紅入股股、退退(離離)職職金、、個人人給薪薪假是是員工工最愛愛的前前四名名.個人成成長取取向:教教育進進修機機會、、國內(nèi)內(nèi)外休休閒設(shè)設(shè)計……..生活照照顧取取向:托托兒服服務(wù)、、陪產(chǎn)產(chǎn)假、、育嬰嬰假、、租屋屋補助助、彈彈性工工作時時間…….員工福福利的的類別別補助性性薪資資給付付(如特特別休休假、、產(chǎn)假假..)-勞動基基準法法保險福福利(普普通事事故、、職業(yè)業(yè)災(zāi)害害)-勞工保保險條條例退休福福利-勞動基基準法法獎金福福利-職工福福利金金條例例、勞勞動基基準法法法定福福利滿足生生理需需求(貸款款、廉廉價優(yōu)優(yōu)惠、、設(shè)施施享用用、節(jié)節(jié)日補補助金金…)滿足安安全需需求(講究究工作作環(huán)境境、團團體保保險、、意外外防癌癌保險險…)滿足社社會需需求(娛樂樂措施施、聚聚餐摸摸獎、、老年年員工工照顧顧…….)非法定定福利利1998年年廠商商負擔擔的勞勞動成成本中中，非非薪資資報酬酬佔總總報酬酬比例例增為為11.4%，，亦即即，企企業(yè)平平均每每年支支付單單一受受雇員員工的的非薪薪資報報酬高高達新新臺幣幣六萬萬一千千五百百元。。主要包括括員工保保險費、、退休準準備金、、資遣費費、職工工福利金金等行政院主臺灣地區(qū)區(qū)企業(yè)員員工非薪薪資報酬酬健康檢查查:勞勞工健康康保護規(guī)規(guī)則第十十一條規(guī)規(guī)定，視視員工的的年齡層層分每年年、每二二年或或三年做做定期健健康檢查查.教育訓練練:促促進產(chǎn)業(yè)業(yè)升級條條例規(guī)定定人才培培訓支出出可抵減減營利事事業(yè)所得得稅.我國企業(yè)業(yè)普遍實實施的員員工福利利惠普科技技公司每每年選定定一天做做為“家家庭日””(FamilyDay)美國花旗旗銀行也也有獨特特的“返返家日””(EarlyHomeDay)與“約會會日”(DateNight).人性化--從家家庭成員員著眼美國企業(yè)業(yè)的員工工福利美國企業(yè)業(yè)對員工工福利的的支出(1997年年資料)法律規(guī)定定的(Legallyrequired)21.30%有關(guān)退休休的(Retirementrequired)15.25%有關(guān)保險險的(Insurancerelated)24.21%休假給付付(Paymentfortimenotworked)33.66%其他5.56%1996年美國國商會的的統(tǒng)計顯顯示，美美國企業(yè)業(yè)對每一一位員工工的福利利給付平平均為US$14,086.約佔每人人平均年年薪的41.3%)1929年時，，福利僅僅佔薪酬酬的5%亦稱為自自助餐式式福利計計畫(CafeteriaPlans)，容許個別別員工從從公司提提供的福福利清單單中選取取其偏愛愛的福利利項目。。讓員工更更關(guān)心福福利措施施，提高高員工士士氣。經(jīng)經(jīng)由溝通通，員工工對福利利能有更更正面的的看法。。在摩根史史坦利公公司，大大約有三三分之二二的正式式員工選選擇自己己的福利利組合。。彈性福利利(Flexible-BenefitPlans)員工服務(wù)務(wù)(EmployeeServices)StockOwnershipPlansEducationProgramsPre-RetirementChildCareFinancialServicesElderCareSocialandRecreationalPrograms有些企業(yè)業(yè)要員工工承擔部部分福利利措施的的成本，，則企業(yè)業(yè)可以節(jié)節(jié)省福利利的支，，也可以以使員工工了解各各項福利利的成本本。成本分攤攤(costsharing)對福利措措施的兩兩種看法法:權(quán)利(Entitlements)or激勵(Incentives)?ENTITLEMENTSIncreasingexpectations,benefitstakenforgrantedEmployeesunawareofcostsorvalueofbenefitsSeenasHygienefactors,servetominimizedissatisfactionDetachedfromperformanceINCENTIVESMinimalbenefitexpectationsTotalcompensationapproachSeenasMotivators,servetomaximizesatisfaction&performanceLinksmadebetweenperformancelevels&benefitsStep1:目標與策策略(SetObjectives&StrategyforBenefits)Step2:員工參與與(InvolveParticipantsandUnions)Step3:溝通(CommunicateBenefits)Step4:成本監(jiān)控控(MonitorCostsClosely)福利措施的有有效管理ManagingAnEffectiveBenefitsProgram13員工訓練與發(fā)發(fā)展訓練與學習(trainingandlearning)的定義職前訓練(orientationprogram)員工的訓練需需求(employees’needsfortraining)個人、團體、、組織的發(fā)展展計畫訓練成效的評評估比較目標管理理(goalsetting)、行為修正術(shù)(behavior modification)、團隊建立(teambuilding)的特色學習目標(LEARNINGOBJECTIVES)累積技術(shù)、培培養(yǎng)人才出生入學就業(yè)職務(wù)要求知識識個人所獲知識識識知年齡彼得現(xiàn)象生涯發(fā)展(Development)Preparesindividualsforthefuture,focusesonlearningandpersonaldevelopment職前訓練(Orientation)Introducesnewemployeestotheorganizationandtotheemployee’snewtasks,managers,andworkgroups.訓練與發(fā)展在職訓練(Training)Thesystematicprocessofalteringthebehaviorofemployeesinadirectionthatwillachieveorganizationalgoals,Helpemployeesmasterspecificskillsandabilitiesneededtobesuccessful.職前訓練的過過程:社會化(Socialization)PRINCIPALPURPOSESToreducestart-upcostsofanewemployeeToreduceanxietyorfearoffailureToreduceturnoverTosavetimeforsupervisorsandco-workersTodeveloprealisticjobexpectations,positiveattitudestowardtheemployer,andjobsatisfactionSocializationoccurswhennewemployeeslearnnorms,values,workprocedures,andpatternsofbehavioranddressexpectedbytheorganization.動機:Thetraineemustbemotivatedtolearn能力:Thetraineemustbeabletolearn增強:Thelearningmustbereinforced練習:Itmustprovideforpracticeofthematerial重要:Thematerialpresentedmustbemeaningful溝通:Thematerialmustbecommunicatedeffectively移轉(zhuǎn):Thematerialtaughtmusttransfertothejob學習理論論(LearningTheory)有效學習習的原則則(Principles)訓練計畫畫的績效效分析(PerformanceAnalysis)Theknowledge,skillandabilitytoperformthejobThepersonorjobholder’sneeds&resultsEXPECTEDACTUALSuggeststheneedfortrainingGAPOn-The-JobTrainingVerywidelyusedPlacedinrealworkexperiencesCaseMethodWrittendescriptionsofrealdecision-makingsituationsRolePlayingAsktraineestointeract&reactwithotherroleplayers訓練方法法之選擇擇In-BasketTechniquesAnalyze&critiquetraineesonnumber,quality,&priorityofdecisionsmadeManagementGamesSimulatecompanyorindustrysituationsEmphasizeproblemsolvingBehaviorModelingLearningthroughobservationorimaginationUsedinleadershiptrainingLECTURE-DISCUSSIONMostfrequentlyusedmethodClassroompresentationsbyoutsideconsultants/trainersMorerecentlypresentedviatechnologyordistancelearningOUTDOOR-ORIENTEDPROGRAMSAction-orientedprogramsEmphasizeleadership,teamworkandrisk-takingCombineoutdoorskillsandclassroomseminars工作外的的訓練(OfftheJobTraining)MotivationInternet(External)Intranets(Internal)VirtualRealityDistanceLearning電腦輔助助的訓練練

(Computer-AssistedInstruction)Comparecosts/benefitsofusingvarioustechnologymediaandservicesGenerateatrackingandreportingsystemfocusedonvariousfacetsofvalidityReassessthevalueorreturnoninvestmentofthetrainingprogramFamiliarizeyourselfwiththetechnologybeingconsideredUnderstandbasiclearningprinciplesDefinethetargetemplo