外文翻譯--薪酬管理新概念的理解框架-其他專(zhuān)業(yè)-文庫(kù)吧
2025-12-16 00:40 本頁(yè)面
【正文】 employees for a job that they might perform in the future, SBP is a practice few firms could afford. With these core beliefs, SBP has experienced an uphill battle for acceptance as the primary means to determine base pay. Questionable Assumption The SBP concept rests on a questionable assumption that a job does not reflect the skills of the person required to do it. That makes job evaluation plans an inappropriate method for evaluating skills and setting pay rates. According to SBP advocates, skills must be valued by using marketbased skill surveys. They overlook the fact that most pointfactor job evaluation plans award the bulk of their points for the possession and application of knowledge, skills and abilities. On this point, Lawler has stated ,“In many cases , this ( skillbased pay ) will not produce dramatically different pay rates than are produced by paying for the nature of the job . After all, the skills that people have usually match reasonably well the jobs that they are doing.” Also overlooked is the fact that many occupations (., accountant, electrician and actuary) do reflect the skills required to perform them。 when salary surveys are conducted and employees are paid based on occupation titles and job summaries , skill requirements are being valued . Ambiguous Definition Few “new” ideas in pensation management represent a plete break from the prior ideas. Although SBP was billed as a new idea in pensation when introduced, it included old pensation practices, such as career ladders and generalist classifications. The result is that today， when panies are surveyed to see if they use SBP practices , those that use old SBP practices are counted among the firms that have signed on to the concept . This gives a false picture about the adoption of this “new”, way of paying employees and contributes to varying descriptions of the concept’s level of acceptance. CompetencyBased Pay In the 1990s, petencybased pay was introduced as a type of SBP plan for professional and managerial employees. It calls for base pay to be determined based on petencies instead of duties and responsibilities. Shortly after the concept was introduced, controversy arose as to what constitutes a legitimate petency. Today, there are many alternatives to choose from—core, anizational, behavioral and technical petencies. One pensation expert has asked for a governing body, similar to those in the accounting profession, to help sort out what the term petency actually means in the world of employee pensation. Changes in the economy and the nature of work—such as the rise of the contingent workforce and the disappearance of traditional jobs, which were predicted to result in a need for SBP—have not materialized. That and the lack of administrative support systems probably have contributed to the concept’s slow growth. Today, SBP is associated with bluecollar workers in manufacturing industries, which are in decline in the United States, while petencybased pay has had a greater impact on performance management than on base pay. Despite these issues and setbacks, prominent pensation experts continue to support the concept. Broadbanding One of the most visible concepts in pensation
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