[雙語(yǔ)翻譯]外文翻譯--薪酬管理與員工激勵(lì)組織績(jī)效的實(shí)現(xiàn)方式（英文）

1、ISSN 2039-2117 (online) ISSN 2039-9340 (print) Mediterranean Journal of Social Sciences MCSER Publishing, Rome-Italy Vol 5 No 27 December 2014 88 Compensation Management and Motivation: Cooking utensils for Organisa

2、tional Performance Abayomi Olarewaju Adeoye Department of Business Administration, Faculty of Management Sciences Lagos State University, Ojo, Lagos, Nigeria eveyom@yahoo.com Ayobami Folarin Elegunde Department of Bus

3、iness Administration, Faculty of Management Sciences Lagos State University, Ojo, Lagos, Nigeria emolomo2003@yahoo.com Doi:10.5901/mjss.2014.v5n27p88 Abstract The achievement of organisational performance is essential

4、for sustainability and continuous existence of the organisation. Obviously, this is a function of employees that are well remunerated and motivated, thus, it is contingent that compensation management and employees mot

5、ivation should be aligned with the vision, mission and objectives of the organisation. In doing this, the attainment of organisational performance becomes an easy task and it will also reduce the antecedent negative imp

6、act of absenteeism, labour turnover, industrial unrest and non-commitment attitude of the employees. Efficient and adequate compensation management and employees motivation will improve organisational productivity and

7、image of the organisation. In order to attract, hire and retain skilful employees that will ensure the achievement of organisational performance, it is therefore; recommended that there should be a periodical review of

8、 compensation package. It is against the backdrop of the import of compensation and motivation as cooking utensils for organisational performance that this addressed. Keywords: Compensation management, Employees, Motiv

9、ation, Organisation, Performance 1. Introduction In the global world of today, for any organisation to have competitive edge amidst her competitors, there must be in place a formidable compensation strategy to attract,

10、 motivate people to join the firm. This should also reduce the turnover intent from the employees. The need for organizations to develop a programme that will facilitate a performance-enhancing system leading to the b

11、est management and development of employees and thus increase their competitive advantage has made the links between human resource management and organisational performance a prominent issue in the field of human resou

12、rce management across the core functional areas of human resource practices. These practices range from staffing, performance appraisals, training and development, manpower planning, workers management participation an

13、d compensation management. Notably, the relationship between compensation management and performance has been visible in the management literature. It is generally believed that if there is proper management of compens

14、ation, individuals can be motivated to perform and thus have a resultant positive effect on the organisational performance (Tsai, 2005) Compensation management is a global phenomenon that determines the hiring and ret

15、ention of employees to attain the objectives of an organisation as well as that of an individual employee which is also used as a means of control and is the basis of involvement of individuals (Greckhamer, 2011; Xavie

16、r, 2014). Cox, Brown and Reilly (2010) found that the North American reward strategy has greatly influenced the reward system in many parts of Europe especially UK. Nigeria being part of the global world, compensation

17、management also plays a vital role in motivating employees to work harder in order to accomplish the set goals of the organisation (Idemobi et al., 2011; Odunlade, 2012) Motivations as a phenomenon in human resource m

18、anagement and contemporary management have been widely research into (Kelly, 2009; Ahlstrom Seiler et al, 2011). Motivation is that propeller that energises behaviour, gives attitudinal direction and underlies the con

19、tinuous persistence even when an individual employee faces ISSN 2039-2117 (online) ISSN 2039-9340 (print) Mediterranean Journal of Social Sciences MCSER Publishing, Rome-Italy Vol 5 No 27 December 2014 90 ? It create

20、s room for efficiency in terms of improving performance, increasing quality, delighting customers and stockholders:- ? Controlling labour costs. ? Compliance. ? Ethics (Grobler et al., 2011; Mathis 1998: 226). T

21、he four broad types are: Wages and Salary: Wages are what is paid to employees who are not permanently employed and typically pertains to hourly rates of pay (the more hours worked, the greater the pay), while salary i

22、s what is paid to people that are permanently employed and this is at a fixed weekly, monthly, or annual rate of pay. Incentive Plans: This is an additional compensation which is above and beyond the employees wage or

23、salary provided. It may be long term or short term in nature. Employee Benefit Programmes: Time off with pay, pension scheme, tuition reimbursement, recreation activities, cafeteria services are all examples of employ

24、ee benefit programmes. Additional Privileges: Employees in organisations may have other privileges such as the usage of company vehicles/cars, club membership or travelling allowance. These privileges may be a substant

25、ial part of compensation, especially for the executives. 2.3 Objectives of compensation management The main objectives of the compensation function are to create a system of rewards that is equitable and acceptable to

26、both parties in employment relationship. The resultant outcome of compensation is an employee who is attracted to the work and motivated to do a good job for the employer. Ivancevich (2004: 298) and Nickels et al (1999:

27、 331) highlight the objectives of compensation as follows: Attract: Attracting the right kind of people in terms of qualification and experience as required by the organization and in sufficient numbers. Equitable: E

28、ach person should be treated fairly as regards the amount paid in line with his or her effort, abilities, skills and training acquired. Balanced: Pay, benefits and other rewards should provide a reasonable total reward

29、 package. Security: Providing employees with some sense of financial security through insurance and retirement scheme. Cost Effective: The pay should not be excessive, considering what the organization can afford to pa

30、y. Incentive-Providing: The pay should provide incentives that will motivate effectively, efficiently and productively at work. Retention: The pay should be able to keep valued employees from leaving and going to comp

31、etitors or starting competing firms. Competitive Position: The pay should maintain a competitive advantage in the market place by keeping costs low through high productivity from a satisfied workforce. 3. Motivation T

32、he word motivation means different things to different people and it was coined out of a Latin word ‘‘movere’’ which means to move or change a thing (Adeoye, 2001). Mathauer and Imhoff (2006: 3) define motivation as ‘‘t

33、he willingness to exert and maintain an effort towards organisational goals’’. Adeoye (2001: 46) argues that ‘‘motivation is an inducement to arouse the interest of an employee to achieve a set up goal of an organisati

34、on’’. Alstrom & Bruton (2010: 200) are of the view that motivation is ‘‘the driving force behind an individual’s actions that energizes and directs goal-oriented behaviour’’. Malik (2010) assert that motivation is

35、 always viewed as making somebody to take action to execute something with the prompt that he/she wants to do it. The assumption before was that motivation has to be from outside but the perception now is that motivati