【正文】 他們應(yīng)該很好的被建議去等待，直到基于觀念上的知識已經(jīng)完全的發(fā)展了再去運用它。 然而，薪酬專家可能使用其他的條款來引用，與過時獎勵的策略 —— 薪酬、福利計劃和整體薪酬正在頻繁的使用這些新條款。當(dāng)人力資源從業(yè)者把這個概念付諸實踐時，他們遇到了許多障礙。 早在二十一世紀(jì)初，對人才的激烈競爭和 20 世紀(jì) 90 年代經(jīng)濟的降溫之后，雇主積極探索各種途徑來降低成本，需要一個更加強調(diào)低成本高回報和能減少薪酬和福利待遇方面支出的戰(zhàn)略，比如是股票期權(quán)計劃。有些人說這不僅僅是個過渡階段，更可能是薪酬方面的重大突破，自從醫(yī)療保健計劃與薪酬相結(jié)合。使寬帶薪酬系統(tǒng)更像被期望它們要去替代的傳統(tǒng)薪酬體系。 執(zhí)行問題 早期的寬帶薪酬管理經(jīng)驗并不都是完全積極的，雖然這種系統(tǒng)被期望可以減少花費，但是經(jīng)理們在寬帶薪酬里增加薪水時顯得太過謹(jǐn)慎。 這個概念被廣泛的定義，據(jù)說公司已經(jīng)歡迎這種機會去迎合他們的各自需求。 盡管有這些問題與挫折 ,著名的薪酬管理專家繼續(xù)支持這個概念。一位薪酬專家已要求一家類似在會計專業(yè)方面的管理機構(gòu) ,來幫助解決何謂能力的問題，實際上意味著 ,在世界上的雇員薪酬。 能力薪酬體系 在 20 世紀(jì) 90 年代 ,為了技術(shù)型和管理型員 工，能力薪酬作為技能薪酬體系的一種類型引進。 歧義的定義 一些薪酬管理領(lǐng)域中的“新”理念代表一個徹底從舊理念擺脫出來的完整的想法。在這一點上，勞勒曾表示 ,“在很多情況下 ,這個 (技能薪酬 )不會與以崗位為基礎(chǔ)的薪酬產(chǎn)生迥然不同的工資支付水平。 可疑的假設(shè) 技能薪酬概念是基于一種可疑的假設(shè) —— 一份工作不反映該人的技能應(yīng)該需要做的。他們引入一個有爭議的潛在的薪酬概念，這個概念直接違背了一些專業(yè)人員一直努力建立的績效薪酬觀念。公司基本價值的一些漏洞使得這種觀念很難被管理者與員工所接受。今天，據(jù)說員工接受了多樣的和不穩(wěn)定的工作任務(wù)，且在傳統(tǒng)評價計劃當(dāng)中對配置有效 工資率沒有作用?！? 這種方法將焦點從工作本身轉(zhuǎn)移到人上 , 為了更有效地激勵員工提高技能并使得對勞動力的管理更具多變性。 技能薪酬體系 技能薪酬的基本工資的確定方法是基于雇員的技能，而不是他或她目前的工作。 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 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 tre