外文翻譯--薪酬管理新概念的理解框架-其他專業(yè)(編輯修改稿)
2025-02-24 00:40 本頁(yè)面
【文章內(nèi)容簡(jiǎn)介】 management in the 1990s was broadbanding, which collapses many salary grades and ranges into fewer bands with broader salary spans. Its popularity was attributed in part to the 1990s trend to downsize anizations by reducing the number of hierarchical levels. When broadbanding was introduced, some thought leaders saw it as a new pay program for managing salaries and supporting anizational initiatives, such as eliminating bureaucracy and reducing saw it as a “higher order of change” and a new way of managing human resources that would be a catalyst for anizational change and represent much more than a new way to reduce bureaucracy and costs. The concept was loosely defined, and panies were said to have weled the opportunity to adapt it to their unique needs. And some were given credit for adopting it, even though one cited plan had 13 bands, with multiple salary ranges within them, making it resemble a traditional salary administration plan. Flexibility One constant in the dialogue on broadbanding is that it provides the flexibility to acmodate change and to define job responsibilities more broadly. Proponents have dismissed traditional salary administration systems as being too structured, with too many rules. Execution Issues Early experience with broadbanding was not pletely positive. Although these systems were supposed to reduce costs, managers had too much discretion to increase salaries within the bands. After several years, salaries had progressed to levels that could not be justified. “Second generation” banded systems gave less freedom for managers to determine salaries. These systems include more bands and specifically define salary ranges within the bands,making them resemble the traditional systems they were supposed to replace. Two pensation textbooks have reserved final judgment on the value of broadbanding. One sees it as a potential reprise of the type of salary administration “flexibility” that gave rise to the traditional plans. These plans were developed to reduce favoritism and inconsistencies that resulted from a lack of structure and controls that exist in broadbanding. Total Rewards In the past decade, professional associations, major human resource consulting firms and pensation experts have advocated the total rewards approach to the development of a firm’s rewards strategy. Some billed it as more than a passing phase and possibly the greatest breakthrough in pensation since health care plans were bined with pay packages. The approach calls for HR professionals to consider all aspects of the work experience of value to people when developing a strategy to attract, retain and motivate employees .It extends the prior concept of total pensation, which enpassed only pay and benefit programs, and gives form to an idea described in a pensation textbook widely used in the , the idea is more novel than radical. In the early 2021s, after the intense petition for talent and the economy of the 1990s had cooled, employers sought ways to reduce costs and needed a strategy that places more emphasis on lowcost rewards and less on costly pay and benefit programs, such as stock options. Total rewards meets that need with its message that learning and d
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