【正文】 tion theory of pensation Compensation has always been an attention task, it is not merely related to eac h person39。 And nonkey positions in the pensation higher than the market level. The pensation of ordinary workers is higher than the market price. From the exterior, nonkey positions ordinary workers of enterprise whose pensation their salary level higher than the average level in society, one side it increases the cost of human and waste the limited financial of enterprises, as ordinary employees in the labor market, especially in the large population of urban areas is a serious oversupply. There is absolutely no need to pay their high pensation, even paid high wages to stimulate all their enthusiasm, but is not worth from the input and output view of the relative efficiency , form the internal, noncritical positions in higher pensation levels, contrast, key positions on the low pensation levels, it will increase the sense of unfairness in key positions, in the important positions of workers The staff of some key posts and important positions of the enterpris。s socioeconomic development. Therefore, pensation is that foreign scholars have always been an important research subject. The Motivation theory of pensation is the basis of the pensation management theory. Motivation is the most important and most basic functions in pensation. How to use the pensation to motivate the staff’ efficiency and enthusiasm, is the core content of pensation study, design and pensation management. Reasonable, fair and petitive pensation is the most important factors to encourage the employees to work hard. Reasonable, and effective pensation management mechanism between prompting is a benign interaction. Effective pensation mechanism must motivate the staff use higher quantity and quality to pleted tasks, and higher quantity and quality of work must bring higher pensation. Motivation is a psychology concept, in its essence, it is said that some motivation by the reasons, some occurred motive acts is produced. For example, the same person, why do their sometimes work actively, and sometimes flagging spirit and no mood to work, or even negative go slow? Now, put the motivation concept into management practice, endow a new meaning. That is motivation is a spiritual power or state, the staff has stepped up, inspire and promote the role and instruction or guidance staff conduct at the anization39。 Moreover modern pensation management shifted the focus to the development of human resources and use, it takes the process of material reward of management and encouraging staff closely fall together ,turn into a unified anic whole. The influence factors of Compensation management Modern pensation management researchers found that the impact of the pensation management have a lot of factors, which can be primarily summed up in the four following factors. (1)External environment factors Impacting pensation management to the external environment factors including: ① Economic environment. Macroeconomic situation and development trend will affect the human resources policy formulation and adjustment. ② Social environment. The change of social values will lead to the anization39。 其中 :目標(biāo)產(chǎn)量完成率 =當(dāng)月實(shí)際產(chǎn)量 /當(dāng)月目標(biāo)產(chǎn)量 100% 目標(biāo)成本完成率 =當(dāng)月實(shí)際成本 /當(dāng)月目標(biāo)成本 100% 實(shí)際成本 =原材料輔料成本 +電力等動力成本 +工資及附加費(fèi) +折舊 + 其他費(fèi)用 。而作為企業(yè)管理者，也無法去打破原有的格局，這樣的結(jié)果是使一些貢獻(xiàn)比較大的員工、核心員工失去了工作積極性和創(chuàng)造性，甚至造成企業(yè)人才的流失。根本沒有必要付給其過高的工資，即使付了高工資激發(fā)其全部 的積極性，但是從投入與產(chǎn)出的相對效益來看是不值得的。和其他國有企業(yè)一樣。 最后是結(jié)果或薪酬的吸引力 (Reward attractiveness)，表明實(shí)現(xiàn)預(yù)期結(jié)果或所獲得的薪酬對個人來說 重要性有多大。這主要?dú)w功于該理論簡單明了、易于理解、具有內(nèi)在的邏輯性。 目前國內(nèi)外學(xué)者所公認(rèn)的激勵理論主要有 :需求層次理論、雙因素理論、公平理論、期望理論等。合理、有效的薪酬管理機(jī)制與激勵之間是一個良性的互動過程。人們一般都會愿意到薪酬較高的地區(qū)、部門和崗位工作，作為管理者可以利用薪酬差別可以引導(dǎo)人力資源的合理流向，促進(jìn)人力資源的有效配置，實(shí)現(xiàn)人力資源開發(fā)和利用效率的最大化。一方面薪酬額的變動，將組織的目標(biāo)和管理者的意圖傳遞給員工，協(xié)調(diào)員工與企業(yè)之間的關(guān)系，促使員工行為與企業(yè)目標(biāo)相一致。 薪酬的這種兩面性，決定了薪酬管理實(shí)際上就是對生產(chǎn)成本上不斷降低薪酬支出與收入分配上不斷提高薪酬水平的這一矛盾而作出的一種調(diào)節(jié)。一般從以下兩個角度來界定薪酬的性質(zhì)。 ③福利 (welfare) 福利也有廣義和狹義之分，廣義的福利包括了工資。內(nèi)在薪酬包括 :參與決策的權(quán)利、能夠發(fā)揮個人潛力的工作機(jī)會、自主且自由地安排自己的工作時間、較多的職權(quán)、較有興趣的工作、個人發(fā)展的機(jī)會，多元化的活動等。在從原料到產(chǎn)品的過程中，任何一項(xiàng)科技的突破與改進(jìn)，對員工和企業(yè)都將產(chǎn)生巨大的影響，因此企業(yè)必須在薪酬制度上不斷地進(jìn)行改革，以調(diào)動骨干人員的積極性，引進(jìn)和留住關(guān)鍵科技人才，鼓勵科技創(chuàng)新，為企業(yè)獲得在技術(shù)、人才和創(chuàng)新方面的競爭優(yōu)勢。 (1)外在環(huán)境因素 (external environment factors) 影響薪酬管理的外在環(huán)境因素主要內(nèi)容包括 : ①經(jīng)濟(jì)環(huán)境。 薪酬管理的影響因素 現(xiàn)代薪酬管理研究者發(fā)現(xiàn)，影響薪酬管理的因素很多，概括起來主要有以下四大因素。科技環(huán)境包括從原料、產(chǎn)品到市場的全過程。 (1)內(nèi)在薪酬 內(nèi)在薪酬是指員工由于憑借自己的努 力工作而受到晉升、表揚(yáng)或受到重視等，從而產(chǎn)生的工作榮譽(yù)感、成就感、責(zé)任感。 ②獎金 (Incentives) 獎金是指組織對員工提供的超出正常努力的勞動或勞務(wù)而付給員工報酬，具體包括紅利、利潤分享以及通常所說的獎金等內(nèi)容。 薪酬的性質(zhì)和功能 (1)薪酬的性質(zhì) 薪酬是同商品貨幣關(guān)系相聯(lián)系的一個范疇。因此，薪酬水平的持續(xù)穩(wěn)定提高對于推動生產(chǎn)或其他經(jīng)濟(jì)活動具有十分重要的意義。三是協(xié)調(diào)功能。 ③從社會方面看，薪酬對社會具有勞動力資源的再配置功能。合理、公平和富有競爭力的薪酬是激勵員工努力工作的最重要因素之一。 在對人的認(rèn)識的基礎(chǔ)上，許多學(xué)者對人的需求、行為進(jìn)行了研究，但研究的目的都有一個是相同點(diǎn)，即 :如何激發(fā)動機(jī)，如何分析需求，如何判定行為，通過人們需要的滿足達(dá)到自己的基本目標(biāo)，從而實(shí)現(xiàn)有效激勵。馬斯洛的理論得到了普遍的認(rèn)可，特別是得到了廣大實(shí)踐中的管理者的認(rèn)可。 其次是業(yè)績與薪酬的關(guān)系 (Performancereward linkage)，它是個人對通過一定水平的努力能夠取得預(yù)期薪酬的認(rèn)定程度。雖然各級管理非常重視薪酬設(shè)計與薪酬制度的改革但是目前我國的絕大多數(shù)企業(yè)的薪酬制度還是面臨著諸多的問題和不足，許多企業(yè)的員工對薪酬制度的滿意度總是不高，企業(yè)的薪酬制度并沒有能發(fā)揮出應(yīng)有的激勵作用，沒有變成職工行為的規(guī)范。從外部來看，企業(yè)非關(guān)鍵普通崗位員工的薪酬水平較社會平均水平偏高，一方面這增加了企業(yè)的人力成本，浪費(fèi)企業(yè)的有限財力，因?yàn)槠胀▎T工在勞動力市場上，特別在人口眾多的城市郊區(qū)是嚴(yán)重供大于求的。員工對薪酬差距又愛又恨，這給薪酬改革帶來了很大阻力，即使有很好的想法也無法去實(shí)施。一方面，以崗位標(biāo)準(zhǔn)工資，來保持職工的基本薪酬 ； 另一方面，將員工收入與個人績效考核相掛鉤。 1 The meaning of pensation and pensation management Salaries and pay the content management Compensation is that the staff turn towards the anizations to provide labor or services and access to various forms of reward or return, is anization paid to their employees of all labor remuneration. Compensation management is the process of enterprise managers refers to the remuneration paid standards of staff, the level of the elements to determine thestructure, distribution and adjustment. The respect of traditional pensation management is material reward, with little consideration on the behavioral characteristics of manager。s personal interests, is involved in every anization, the whole munity, and even the entire country39