薪酬管理 外文翻譯

1、<p>　　本科畢業(yè)設計（論文）</p><p>　　外文參考文獻譯文及原文</p><p>　　學 院 經(jīng)濟管理學院 </p><p>　　專 業(yè) 工商管理 </p><p>　　年級班別 </p><p>　　學 號

2、 </p><p>　　學生姓名 </p><p>　　指導教師 </p><p>　　年 月 日</p><p><b>　　目 錄</b></p><p>　　1 薪酬管理的涵義與內(nèi)容……………………………………

3、……………………………1</p><p>　　1.1 薪酬管理的涵義……………………………………………………………………1</p><p>　　1.2 薪酬管理的內(nèi)容……………………………………………………………………1</p><p>　　2 薪酬管理的歷史考察……………………………………………………………………3</p><p>　

4、　2.1 專制階段……………………………………………………………………………3</p><p>　　2.2 “溫情主義”階段…………………………………………………………………3</p><p>　　2.3 科學管理階段………………………………………………………………………3</p><p>　　2.4 現(xiàn)代管理階段…………………………………………………………

5、……………4</p><p>　　3 薪酬管理的發(fā)展趨勢……………………………………………………………………6</p><p>　　3.1 企業(yè)人力成本將逐步上升…………………………………………………………6</p><p>　　3.2 薪酬制度的依據(jù)將更多地反映市場而不是工作本身的價值……………………6</p><p>　　3.3

6、薪酬福利設計更富彈性并走向多軌化……………………………………………6</p><p>　　3.4 薪酬分配形式由貨幣主導型向資本主導型過渡…………………………………6</p><p>　　3.5 薪酬支付方式將呈現(xiàn)多樣化………………………………………………………7</p><p>　　1 Management salaries of the meaning a

7、nd content…………………………….…..……8</p><p>　　1.1 Salary Management meaning………………………………………………………...8</p><p>　　1.2 Content of salary management…………………………………………….…………8</p><p>　　2 Salary ma

8、nagement historical inspection…...................................................................11</p><p>　　2.1 Despotic stage………………………………………………………………...…….11</p><p>　　2.2 "Paternalism&

9、quot; stage…………………………………………………………………11</p><p>　　2.3 Scientific management stage………………………………………………………..12</p><p>　　2.4 Modern Management stage…………………………………………………………12</p><p>　　3 S

10、alary management development tendency………………………………………..…14</p><p>　　3.1 The enterprise manpower cost gradually will rise……..…………………………...14</p><p>　　3.2 The salary system basis more will reflec

11、t the market but will not be works itself value………………………………………….………………………………….…..14</p><p>　　3.3 A salary welfare design richer elasticity and moves towards the multi-axles……..15</p><p>　　3.4

12、Salary assignment form by currency leadership to capital leadership transition…..15</p><p>　　3.5 The salary payment way will present the diversification…………………..………15</p><p>　　1 薪酬管理的涵義與內(nèi)容<

13、/p><p>　　1.1薪酬管理的涵義</p><p>　　企業(yè)的薪酬管理，就是企業(yè)管理者對本企業(yè)員工報酬的支付標準、發(fā)放水平、要素結(jié)構(gòu)進行確定、分配和調(diào)整的過程。</p><p>　　傳統(tǒng)薪酬管理僅具有物質(zhì)報酬分配的性質(zhì)，而對被管理者的行為特征考慮較少，其著眼點是物質(zhì)報酬?，F(xiàn)代企業(yè)薪酬管理理念發(fā)生了完全不同的變化，薪酬管理的著眼點轉(zhuǎn)移到了人。企業(yè)經(jīng)營首先要樹立目標，企

14、業(yè)目標的實現(xiàn)有賴于對員工的激勵。激勵分為外部和內(nèi)部兩種。按照傳統(tǒng)的類別劃分，工資、獎金、福利等物質(zhì)報酬是外部激勵要素；而崗位的多樣化、從事挑戰(zhàn)性的工作、取得成就、得到認可、承擔責任、獲取新技能和事業(yè)發(fā)展的機會等則是員工的內(nèi)部激勵要素?，F(xiàn)代薪酬管理將物質(zhì)報酬的管理過程與員工激勵過程緊密結(jié)合起來，成為一個有機的整體。</p><p>　　1.2薪酬管理的內(nèi)容</p><p>　　企業(yè)薪酬管理主

15、要包括以下幾個方面的內(nèi)容:</p><p>　　1、確定薪酬管理目標</p><p>　　薪酬管理目標根據(jù)企業(yè)的人力資源戰(zhàn)略確定，具體地講包括以下二個方面:</p><p>　　(1)建立穩(wěn)定的員工隊伍，吸引高素質(zhì)的人才；(2)激發(fā)員工的工作熱情，創(chuàng)造高績效；(3)努力實現(xiàn)組織目標員工和個人發(fā)展目標的協(xié)調(diào)。</p><p><b>

16、　　2、選擇薪酬政策</b></p><p>　　所謂企業(yè)薪酬政策，就是企業(yè)管理者對企業(yè)薪酬管理運行的目標、任務和手段和組合，是企業(yè)在員工薪酬土所采取的方針策略。(1)企業(yè)薪酬成木投入政策。比如，根據(jù)企業(yè)組織發(fā)展的需要，采取擴張勞動力成本或緊縮勞動力成本政策。(2)根據(jù)企業(yè)的自身情況選擇企業(yè)合理的工資制度。例如，是采取穩(wěn)定員T收入的政策，還是激勵員工績效的政策?前者多與等級和崗位工資制度相結(jié)合，后者與

17、績效工資制度相結(jié)合。(3)確定企業(yè)的工資結(jié)構(gòu)以及工資水平。例如，是采取向高額1資傾斜的工資結(jié)構(gòu)，還是采取均等化，或者向低額結(jié)構(gòu)傾斜的工資政策?前者要加大高級員工比例，提高其薪酬水平；后者要縮減高薪人員比例，降低其員工薪酬水平。因此薪酬政策是企業(yè)管理者審時度勢的結(jié)果，決策正確，企業(yè)薪酬機制就會充分發(fā)揮作用，運行就會暢通、高效。反之，決策失誤，管理就會受到影響，引起企業(yè)管理一系列的困擾。</p><p><b&

18、gt;　　3、制定薪酬計劃</b></p><p>　　一個好的薪酬計劃是企業(yè)薪酬政策的具體化。</p><p>　　所謂薪酬計劃，就是企業(yè)預計要實施的員工薪酬支付水平、支付結(jié)構(gòu)及薪酬管理重點等。企業(yè)在制定薪酬計劃時，要通盤考慮，同時要把握一系列原則。(1)與企業(yè)目標管理相協(xié)調(diào)的原則。在企業(yè)人事管理非規(guī)范化階段，員工的薪酬管理也缺乏科學性。例如，一些企業(yè)不是根據(jù)企業(yè)自身發(fā)展的需

19、要選擇工資制度和薪酬標準，而是在很大程度上模仿其他企業(yè)。事實上，并不存在一個對任何企業(yè)都適用的薪酬模式。對此，一些企業(yè)明確指出，企業(yè)薪酬計劃應該與企業(yè)的經(jīng)營計劃相結(jié)合。例如，在工資支付水平上，很多企業(yè)都不再單純考慮與同行業(yè)工資率的攀比，而主要取決于三個要素的綜合考慮:其一，該水平是否能夠留住企業(yè)優(yōu)秀人才；其二，企業(yè)的支付能力:其三，該水平是否符合企業(yè)的發(fā)展目標。(2)以增強企業(yè)競爭力為原則。工資是企業(yè)的成本支出，壓低工資有利于提高企業(yè)的

20、競爭能力，但是，過低的工資義會導致極力的弱化。所以企業(yè)既要根據(jù)其外部境的變化，也要從內(nèi)部管理的角度，選擇和調(diào)整適合企業(yè)經(jīng)營發(fā)展的工資計劃。任何工作計劃都不是固定的，必須在實施過程中根據(jù)需要隨時調(diào)整。</p><p><b>　　4、調(diào)整薪酬結(jié)構(gòu)</b></p><p>　　薪酬結(jié)構(gòu)是指企業(yè)員工之間的各種薪酬比例及其構(gòu)成。主要包括:企業(yè)工資成本在不同員工之間的分配;職務

21、和崗位工資率的確定；員工基本、輔助和浮動工資的比例以及基本工資及獎勵工資的調(diào)整等等。對薪酬結(jié)構(gòu)的確定和調(diào)整主要掌握一個基本原則，即給予員工最大激勵的原則。公平付薪是企業(yè)管理的宗旨。要避免員工的報酬不是給得過多，就是給得太少的現(xiàn)象。給多了會造成不稱職員工不努力工作；給少了會造成高素質(zhì)的人才外流。同時，對薪酬結(jié)構(gòu)的確定還必須與企業(yè)的人事結(jié)構(gòu)相一致，如企業(yè)中高級員工的比重較大，那這一塊的工資成本就高。</p><p>

22、　　2 薪酬管理的歷史考察</p><p>　　薪酬管理的歷史考察，主要是指對管理者薪酬管理基本理念、基本風格的歷史考察。從歷史考察中我們發(fā)現(xiàn)，薪酬管理大致經(jīng)歷以下幾個階段。</p><p><b>　　2.1專制階段</b></p><p>　　在這一階段，薪酬管理乃至企業(yè)其他方面的管理的特點表現(xiàn)為專制性。這種專制性存在的主要經(jīng)濟基礎是，在

23、這一時期，企業(yè)管理者與所有者基本上是合一的。此時由于管理者對激勵的科學性問題知之甚少；勞動者沒有形成有效的參與薪酬決定的抗衡力量；政府對其應該擔負的職責缺乏必要的認識等方面的原因，員工的外在薪酬水平甚至被壓低到最低限度。此時員工的內(nèi)在薪酬即使在極少數(shù)情況下不存在，也是微乎其微的。在這一階段，員工的工作條件幾乎完全由雇主單方面確定；雇主有時任意地延長員工的工作時間；有些雇主以暴力手段對員工進行管束；有些雇主沒有意識到在人格上他與員工應該是

24、平等的等等。因此，此時對員工來說，一船都會把工作看作是為維持生計而不得不付出的代價。</p><p>　　2.2“溫情主義”階段</p><p>　　這一階段發(fā)生在古典市場經(jīng)濟時期。在西歐，這一階段大體上發(fā)生在19世紀后半葉。薪酬管理中“溫情主義”產(chǎn)生的最重要的原因是隨著經(jīng)濟社會的發(fā)展，受雇員工的隊伍越來越龐大，因而與雇主的摩擦也愈演愈烈。這促使組織管理者對薪酬管理的基本理念、基本風格，及

25、由之決定的管理方式及方法作更為理性化的調(diào)整。較之薪酬管理的專制階段來講，雇主對員工推出了一些優(yōu)惠的薪酬措施。員工的外在薪酬在慢慢提高。在貨幣形式的薪酬外，又加進了福利設施等非貨幣形式的薪酬，很難說此時員工有多少顯而易見的外在薪酬的增加，但此時員工的人力資源摩擦性耗費應該是減少了。因為此時雇員和雇主之間的摩擦愈演愈烈，政府也推出了一些保護員工某些利益的法律和法規(guī)，員工的工作條件在一定程度上得到了改善，工作時間的延長得到了一定的節(jié)制，雇主對

26、員工的暴力性管束也在一定程度上有所收斂。</p><p><b>　　2.3科學管理階段</b></p><p>　　從世界范圍來看，這一階段大體發(fā)生在20世紀上半葉，這一階段的出現(xiàn)來源于以下事件:(1)泰羅的科學管理理論產(chǎn)生并迅速得到傳播；(2)員工的組織性增強，組織起來的員工形成了一種令人刮目相看的力量；(3)由于公司革命，一些企業(yè)的所有權與經(jīng)營權發(fā)生了分離，企業(yè)

27、的管理者逐漸成為有自己獨立利益的社會群體。</p><p>　　在薪酬管理的這一階段，企業(yè)的管理者開始較為深切地認識到，薪酬是激發(fā)員工潛力的杠桿，因此，克扣員工的薪酬并不一定是明智之舉;；支付給員工的較高薪酬有可能使企業(yè)得到更多的回報。管理者管理理念的這一變化及其在企業(yè)管理實踐中的折射，使有些企業(yè)員工的薪酬提高與企業(yè)的發(fā)展之間建立起了良性的互動機制。其結(jié)果是，不僅員工的外在薪酬再增加，員工的內(nèi)在薪酬也有了一定程度

28、的提高，人力資源的摩擦性耗費有了引人注目的減少。</p><p><b>　　2.4現(xiàn)代管理階段</b></p><p>　　在這一階段，薪酬管理發(fā)生了一些令人鼓舞的變化，主要源于以下事件的發(fā)生:(1)尤其是在發(fā)達的市場經(jīng)濟國家，由于社會生產(chǎn)力發(fā)展水平提高，人們對經(jīng)濟社會公平問題認識的提高等原因，產(chǎn)生了“福利國家”的理念和實踐，這對企業(yè)實行更為“人道”的薪酬管理，肯定

29、產(chǎn)生了引人注目的影響；(2)隨著行為科學、管理心理學、人力資源管理等理論的產(chǎn)生，人們對薪酬的激勵作用有了更為深切的認識；(3)由于人們生活水平的提高和社會生活的多樣化，人們需求的多層次性有了更充分的表現(xiàn)。</p><p>　　這一階段薪酬管理的變化突出表現(xiàn)在以下三個方面:</p><p>　　第一，尤其是在較為發(fā)達的市場經(jīng)濟國家，薪酬水平的提高甚至有點出乎人們的意料。</p>

30、<p>　　第二，員工薪酬形式實現(xiàn)了多樣化。對薪酬的激勵作用有了更深切的認識，為了實現(xiàn)人力資源管理的多層面的目標，人們自然會相應地進行薪酬形式的創(chuàng)新。當然，有時這甚至不是薪酬形式多樣化的最重要的原因，最重要的原因可能還是企業(yè)的管理者希望通過對員工更為周到的關心，使其對企業(yè)有更深的認同感，從而能更充分地發(fā)揮其潛力，尤其是使這種發(fā)揮的指向與企業(yè)管理者的期望具有一致性。</p><p>　　第三，管理者認識

31、到，金錢的作用是有限的，因而對員工的內(nèi)在薪酬有了較多的關注。美國管理學家Sam W.GeIterman說:“金錢是最容易被夸大、效果最差、花費最昂貴，也最為復雜的激勵工具。”他進一步指出:人們當然希望越多越好，但他們是否會為多拿錢而多干活呢?多數(shù)情況下，答案都是“不”。一些管理學者指出:員工都有自我激勵的本能。企業(yè)管理者的任務，是愛護和開發(fā)員工的自我激勵能動性，甚至不用花費分文。員工自我激勵能力基于這樣一個事實，即侮個人都對歸屬感、自尊

32、感、成就感充滿渴望。恰當?shù)貪M足職工的這些需要，就會激發(fā)其旺盛的自我激勵行為。正如日本企業(yè)家稻山嘉寬所說:“工作的報酬就是工作本身?！?lt;/p><p>　　3 薪酬管理的發(fā)展趨勢</p><p>　　自20世紀末以來，悄然興起的新經(jīng)濟逐漸對現(xiàn)代企業(yè)人力資源管理包括薪酬管理提出了更高的要求。經(jīng)濟全球化在增加適應性、創(chuàng)新和競爭力方面，對人才管理施加了可怕的壓力。專門知識的價值被確認，并融入組織

33、和日常管理以應付上述壓力;智力資本作為獨特的生產(chǎn)要素，取代人力資木并排在產(chǎn)業(yè)資本、金融資本之首。所有這些都給企業(yè)的薪酬管理帶來或?qū)砀拘缘淖兏?，這主要體現(xiàn)在以下兒個方面。</p><p>　　3.1企業(yè)人力成本將逐步上升</p><p>　　在全球經(jīng)濟一體化、知識經(jīng)濟的趨勢下，人力資源己成為組織取得和維系競爭優(yōu)勢的關鍵要素。因此人才的競爭將在全球范圍內(nèi)更為激烈的展開，人力資源領域內(nèi)所帶

34、來的最直接的竟爭后果，就是薪酬的劇烈動蕩。所有競爭對手竟相支付高于市場平均價格的薪金，導致人力資源的價格滾動攀升。與此相呼應，利潤的分配格局也會產(chǎn)生巨大的變革，知識智有所值、人才勞有所得的呼聲會越來越強烈，收益將被更廣泛地分享而不是過分集中。組織必須對人力資源采取更嚴肅而慷慨的態(tài)度，對人力資本付出更大的投資力度。</p><p>　　3.2薪酬制度的依據(jù)將更多地反映市場而不是工作本身的價值</p>

35、<p>　　傳統(tǒng)的工作價值論將逐漸向市場價值論過渡，依靠工作分析計算工作價值的傳統(tǒng)做法將向更高層次發(fā)展，薪酬將更多地反映知識市場化的要求，薪酬管理將形成動態(tài)的分析機制，以適應市場變化的需求。</p><p>　　3.3薪酬福利設計更富彈性并走向多軌化</p><p>　　薪酬福利設計方面，彈性設計和多軌制將更加流行，其中蘊含的規(guī)則將更加復雜，“分化”現(xiàn)象將更加普遍。在薪酬管理中，

36、人文化設計色彩將更加濃淳，心理學原理而不是經(jīng)濟學原理將起更重要的作用。在主要基于腦力勞動的知識經(jīng)濟時代，薪酬不是純粹經(jīng)濟學的計算問題。而更主要是人的心理學問題。薪酬的含義將更加注重人的價值而不是工作的經(jīng)濟價值。</p><p>　　3.4薪酬分配形式由貨幣主導型向資本主導型過渡</p><p>　　以股票期權為主要形式的資本分配在未來人們薪酬中的比重會不斷擴大，并成為主導性分配方式。近來甚

37、至有人提出以自然資本包括環(huán)境、生態(tài)等非貨幣化方式作為獎勵的手段。</p><p>　　3.5薪酬支付方式將呈現(xiàn)多樣化</p><p>　　網(wǎng)上考核和網(wǎng)上支付模式將被一部分企業(yè)所推崇。隨著互聯(lián)網(wǎng)、寬頻、無線通訊技術的發(fā)展，人們的工作模式、員工的概念和企業(yè)的運作模式將發(fā)生很大的變化。工作家庭化、彈性工作制和虛擬企業(yè)將成為一種新潮，被一部分企業(yè)所追隨，網(wǎng)上考核和網(wǎng)上支付將被很多企業(yè)廣泛采用。&l

38、t;/p><p>　　Managerial Accounting：Don Ricketts & Jack Gray</p><p>　　1 Management salaries of the meaning and content</p><p>　　1.1 Salary Management meaning </p><p>　　S

39、alary management of enterprise is a process that he business manager of the enterprise to pay staff remuneration standards, the level of payment, determining factor structure and distribution.</p><p>　　Tradi

40、tional management pay only material reward is the nature of the distribution, and to be manager of the behavioral characteristics considered less its focus is material reward. Pay modern enterprise management concept of

41、a completely different change, the focus of management salaries transferred to the people. Business must first establish objectives, achieve the goal of enterprises depends on staff motivation. Incentive divided into two

42、 external and internal. According to the traditional ca</p><p>　　1.2 Content of salary management </p><p>　　The enterprise salary management mainly includes following several aspects the content

43、:</p><p>　　1. Definite salary management goal</p><p>　　Pay management objectives in light of the human resources strategy to determine, specifically, to include the following two aspects .(1) es

44、tablishes the stable staff troop, attracts the high quality talented person;(2) to stimulate the enthusiasm of the staff, and to create a high performance; (3) efforts to achieve organizational goals and individual staff

45、 development goals coordination. </p><p>　　2. Choice salary policy</p><p>　　(1) Business pays wood input into policy. For example, under the enterprise development, expansionary labor costs or l

46、abor costs austerity policies. The so-called corporate pay policies, is the business manager of enterprise operations management pay the objectives, tasks and means and mix Enterprise is on staff salaries earth policy ad

47、opted by the strategy. (2) According to the enterprises of their own choice enterprises reasonable wage system. For example, the staff is to take stable income T </p><p>　　So pay policy is the situation of t

48、he enterprise managers, making correct decisions, enterprises pay mechanism we will be able to fully play its role Operation will be smooth and efficient. Instead, decision-making errors, management will be affected. Ent

49、erprise management caused a series of problems.</p><p>　　3. Formulation salary plan </p><p>　　A good package enterprises pay policy is the concrete. </p><p>　　The so-called package,

50、 is the business is expected to be implemented by the payment of staff salaries, pay structure and pay management focus. Enterprise when formulation salary plan, must all-around consider that, simultaneously must grasp a

51、 series of principles. (1) and enterprise management objectives to the principle of coordination. Personnel management in the non-standardization phase, the pay is also a lack of management science. For example, some fir

52、ms are not based on the development of</p><p>　　4. Adjustment salary structure</p><p>　　Pay structure refers to the various staff remuneration and its components. These mainly include. Wage cost

53、s in different distribution among the staff. And the duties of the job wage rate determined; Basic staff, Auxiliary and the proportion of floating wage and basic wages and incentives wage adjustments. Right salary struct

54、ure for the establishment and adjustment of the main master a basic principle that the biggest incentive for the staff to the principle. Fair payment of business management p</p><p>　　2 Salary management hi

55、storical inspection</p><p>　　Pay management historical research, it mainly refers to the managers pay management basic concepts, basic style of the historical study. From a historical study, we found that th

56、e management pay roughly experienced the following phases.</p><p>　　2.1 Despotic stage </p><p>　　In this stage, Salary management and enterprise other aspects management characteristic performan

57、ce for despotic. Such authoritarian the main economic base is that during this period, business owners and managers are basically unified. Managers at this time, given the right incentive know little about science issues

58、; workers do not form an effective participation in the decision pay contend strength; The government should shoulder its responsibilities to the lack of necessary awareness and other</p><p>　　2.2 "Pate

59、rnalism" stage</p><p>　　This stage occurred in the classical period of the market economy. In Western Europe, this phase generally occurred in the latter half of the 19th century leaves. Salary manageme

60、nt "warmth" of the most important reason is that as the economy and social development, the contingent of staff employed increasingly serious, and the employers have intensified friction. This prompted the mana

61、gers to pay the basic management concepts, basic style, and the decision by the management methods and ways for </p><p>　　2.3 Scientific management stage</p><p>　　On a worldwide scale, this phas

62、e occurred in the first half of the 20th century leaves, the emergence of this stage comes from the following events : (1) Taylor's scientific management theory, and the rapid dissemination; (2) staff to enhance the

63、organization, organize the staff developed a impressive force; (3) Because of the revolution, some enterprises, the ownership and management of the separation occurred, Enterprise managers gradually become its own indepe

64、ndent interest groups in society.</p><p>　　Pay in this stage management, enterprise managers began more deeply understand that the staff salaries is to stimulate potential lever, Therefore, the deduction of

65、staff salaries is not necessarily a wise move; ; paid to the workers higher salaries may enable enterprises to get more returns. Managers of the management concept change in the management of enterprises and its practice

66、 of refraction, Some enterprises so that the pay increase and the development of enterprises established between a b</p><p>　　2.4 Modern Management stage </p><p>　　At this stage, a management pa

67、y some encouraging changes, mainly due to the occurrence of the following events : (1) particularly in the developed market economy countries, the development of social productive forces level, People on economic and soc

68、ial equity issues such as raising awareness of the reasons that the "welfare state" concept and practice, For businesses, this practice a more "humane" management salaries certainly have had a dramati

69、c impact; (2) With the behavioral sciences, manage</p><p>　　This stage pays management changes highlighted in the following three aspects: </p><p>　　At first, particularly in the more developed

70、market economy countries, the level of pay or even somewhat surprised many people. </p><p>　　At second, the staff of the diversification of the form. Pay incentives with deep understanding, in order to achie

71、ve human resources management multi-level goals, People will pay a corresponding form of innovation. Of course, sometimes it does not even pay the diversification of forms of the most important reasons, The most importan

72、t reason may be the enterprise managers hoped that the staff is more thoughtful concern, enterprises to make them have a better sense of identity, so that it can more</p><p>　　Third, managers understand that

73、 money is limited and therefore the inherent right of staff salary has paid more attention. U.S. management of Jurists Sam W. GeIterman said: "Money is the most prone to be exaggerated, the worst effects. Spend the

74、most expensive and most complex incentive tool. "He further pointed out: People certainly hope that the better, but whether they will earn more money to work? In most cases, the answer is "no." Some manage

75、ment expert note: Staff has self-motivation by in</p><p>　　3 Salary management development tendency</p><p>　　Since the end of the 20th century, the emerging new economy of the modern enterprise

76、 human resources management, including the management pays a higher demand. Economic globalization increasing adaptability, innovation and competitiveness, the right talent management imposed a terrible pressure. The val

77、ue of expertise was recognized and integrated into the organization and day-to-day management to cope with pressure; unique intellectual capital as a factor of production, replacing wooden side-by</p><p>　　3

78、.1 The enterprise manpower cost gradually will rise</p><p>　　Integration in the global economy, trends in the knowledge-based economy, human resources has become the organization to acquire and maintain comp

79、etitive advantage in key elements. So talent competition will be on a global scale by launching more intense, within the area of human resources are the most direct consequences of the contest is to pay Slumps. All compe

80、titors had to pay is higher than the average market price of the salaries, resulting in human resources rolling rising prices. Echoing</p><p>　　3.2 The salary system basis more will reflect the market but wi

81、ll not be works itself value</p><p>　　Traditional working theory of value will gradually to the market value on transition. Rely on the work of analysis and calculation of the value of traditional working pr

82、actices will be at a higher level, pay to reflect more knowledge of the demands of a market economy, the management will pay the creation of a dynamic analysis system to adapt to changing market demand.</p><p&

83、gt;　　3.3 A salary welfare design richer elasticity and moves towards the multi-axles</p><p>　　Salaries and benefits design, design flexibility and multi-track system will become more popular, which contains

84、the rules will be more complicated. "disinter grate" phenomenon will become more common. The salary management, human design colors will be more concentrated, delivered psychological principles rather than prin

85、ciples of economics will play a more important role. Based mainly in the mental age of the knowledge economy, the pay is not purely economics calculation. And even more importan</p><p>　　3.4 Salary assignmen

86、t form by currency leadership to capital leadership transition</p><p>　　To stock options as the main form of capital allocation in the future people pay the proportion will continue to expand. And become dom

87、inant pattern. Recently, some even offered to natural capital, including environmental, ecological and other non-monetary incentives as a means to the means.</p><p>　　3.5 The salary payment way will present

88、the diversification</p><p>　　Online evaluation and online payments will be part of the enterprises has been highly appreciated. With the advent of the Internet, broadband, wireless communications and technol

89、ogical development, people's work patterns, staff and the concept of enterprise mode of operation will change very much. Working Families, flexible work system and virtual enterprises will become a fashion, by a part