我国公务员薪酬制度的公平性问题

我国现行公务员薪酬制度由于薪酬比较定价困难和国家财力水平的限制具有明显的外部不公平性,工资结构的不合理及津贴、补贴泛滥导致公务员薪酬的内部不公平,薪酬与其绩效相关度低使公务员薪酬个人公平性也无法体现。本文认为公平性问题的解决,首先要进行公务员薪酬的规范和薪酬结构的调整,使得从工资到福利以及补贴和奖金各构成部分具有合理比例,体现公务员薪酬的内部一致性;其次要在薪酬调查的基础上建立公务员薪酬的平衡比较机制和正常增资机制,以实现薪酬水平的外部竞争性;再次要完善公务员绩效评估机制,使公务员薪酬体现绩效差异。     

金钱偏好：如何影响薪酬和薪酬满意度之间的关系？

本研究运用问卷调查法考察了薪酬和金钱偏好对薪酬满意度的四个方面（薪酬水平满意度、福利满意度、薪酬管理满意度、薪酬增长满意度）的不同影响。来自同一家企业的139名员工参加了调查,完成了金钱偏好和薪酬满意度问卷,并报告了他们的薪酬水平。在对139个员工样本的多元回归分析中发现：薪酬对福利满意度有显著的积极影响,而金钱偏好对薪酬水平满意度和薪酬增长满意度有显著的消极影响。进一步,又考察了金钱偏好对薪酬和薪酬满意度的四个维度之间关系的调节效应,发现：在低金钱偏好组中,薪酬对福利满意度和薪酬增长满意度有显著的积极影响;而在高金钱偏好组中,薪酬对四个薪酬满意度维度均没有显著影响。我们讨论了研究结果对管理实践的意义。     

如何确保薪酬的激励性

本文通过对薪酬公平性、绩效激励机制、人性化福利结构和艺术化薪酬管理等方面激励性分析,阐明企业建立相对公平,以岗定薪、以绩定薪和人性化、艺术化薪酬管理制度,制定合理的CEO绩效薪酬制度,来缩小薪酬差距,降低成本风险,降低员工之间的不满,最大化地发挥薪酬激励性,最终达到组织和员工的双赢。     

如何确保薪酬的激励性

本文通过对薪酬公平性、绩效激励机制、人性化福利结构和艺术化薪酬管理等方面激励性分析,阐明企业建立相对公平,以岗定薪、以绩定薪和人性化、艺术化薪酬管理制度,制定合理的CEO绩效薪酬制度,来缩小薪酬差距,降低成本风险,降低员工之间的不满,最大化地发挥薪酬激励性,最终达到组织和员工的双赢。     

非经济性薪酬和组织公平性对薪酬满意度的影响

员工的薪酬满意度是衡量企业薪酬管理的重要指标。员工的薪酬满意度越高,薪酬的激励效果就越明显。薪酬管理具有留住老员工吸引新员工的作用。薪酬满意度的影响因素除了薪水、福利等经济性薪酬外还包括非经济性薪酬。从非经济性薪酬和组织公平性两个方面对薪酬满意度的影响进行研究,得出非经济性薪酬中社会地位、个人价值实现和工作挑战性对薪酬满意度有显著影响,组织公平性对薪酬满意度也有影响。     

完善分配制度 调整薪酬结构

<正>分配制度是企业管理的一项重要工作,在以公平正义为导向的原则下完善分配制度,是当前国有企业必须研究和探索的一个重要课题,其中制订科学合理的薪酬结构至关重要。一般来说,薪酬应有工资、奖金、福利三部分组成。工资部分应相对稳定;奖金部分应加大弹性;福利部分     

张双楼煤矿薪酬管理体系研究

煤矿企业薪酬分配存在着内部欠缺公平性、组织结构滞后,岗位不明晰等病症,张双楼煤矿新的薪酬管理办法是一个全面的薪酬体系,它融合了薪酬管理涉及的工资、奖金、福利、津贴、补助、保险等项目,比原有的薪酬分配体系更加完善、系统、规范。     

国有企业绩效薪酬管理问题及对策探析

国企改革近年来备受关注,绩效薪酬管理成为其改革的重要方向。文章在强调绩效薪酬改革对于国有企业长远发展和引进、保留优秀人才的重要作用的基础上,探讨了当前国企绩效薪酬在管理制度不科学、考评未有效实施、结构不合理等的问题。最后,针对以上问题,提出了强化绩效薪酬考评的监督、提高绩效薪酬管理公平性、建立宽带薪酬制度和绩效薪酬管理市场化等改进措施,以期有益于国企薪酬管理体系改革的实现。     

农产品加工企业管理人员薪酬制度设计

设计具有激励性的管理人员薪酬制度，对建设高素质的管理人才队伍，促进农产品加工企业持续发展具有重要意义。文章在分析现有薪酬制度存在问题的基础上，提出了薪酬制度设计的目标和原则，从合理确定基本薪酬、完善绩效薪酬、优化福利津贴、丰富非物质报酬等方面，探讨了优化农产品加工企业管理人员薪酬制度的措施。     

江苏省独立学院教师薪酬满意度影响因素分析

对江苏省独立学院的在编教师进行问卷调查,探讨性别、年龄、入职年限、专业、职称、所在城市、学校等因素以及薪酬维度中福利、制度、公平对高校教师薪酬满意度的影响。结果显示:城市、职称、制度感知、公平感知、福利感知,都显著影响薪酬满意度,其中影响最为显著的是城市差异(t=6.84),第二是福利感知(t=6.19),第三是制度感知(t=4.508)。     

互补或替代? 经理薪酬与外部审计治理效用关系研究

已有文献表明,经理薪酬激励与外部审计都会影响企业价值;但经理薪酬作为一种激励机制、外部审计作为一种监督机制,它们在影响企业价值时存在什么关系,尽管已有文献在理论上提及,但缺乏实证方面的证据。本文以沪深两市2005-2009年间的A股上市公司作为研究样本,通过实证研究发现,经理薪酬与外部审计对企业价值都有正向影响,而且经理薪酬与外部审计在影响企业价值时具有显著的替代关系;同时,这一关系受到经理人力资本密度和企业性质的显著影响。     

Can you pay employees to innovate? Evidence from the Canadian private sector

Using 7 years of data representing the Canadian private sector, we estimate the effects of the major components of compensation on a rarely studied form of employee performance: innovation. Although there are some limitations inherent in the data, our results indicate the complex motivation required for consistent innovation success. Surprisingly, we find that fixed pay (salary) and individual performance pay have no effect on innovation, while variable group pay and indirect pay (employee benefits) have a positive effect. In other words, our results suggest that you can pay employees to innovate, provided that you select the right compensation incentives.     

价值观、积极情感与薪酬满意度的关系

通过对一家高科技制造型上市公司175名员工的调查数据,分析了价值观、积极情感和薪酬满意度各个维度的关系。结果表明,价值观、积极情感和薪酬水平的交互作用对薪酬水平满意度、薪酬管理满意度和薪酬提升满意度有显著影响,但对薪酬福利满意度的影响不显著;同样的薪酬水平,经济型价值观的高积极情感员工的薪酬满意度高于低积极情感的员工,且薪酬水平的变化对薪酬满意度的影响更加显著。     

Understanding locals' compensation fairness vis-à-vis foreign expatriates: the role of perceived equity

We examined antecedents and consequences of compensation fairness vis-à-vis foreign expatriates as perceived by locals of multinationals in Kenya. We found that compensation disparity vis-à-vis expatriates negatively effected locals' perceived compensation fairness vis-à-vis expatriates but compensation advantage vis-à-vis other locals positively effected it. The effects of both disparity and advantage were mediated through perceived equity. Expatriate interpersonal sensitivity towards locals reduced the negative effect of disparity but enhanced the positive effect of advantage on compensation fairness vis-à-vis expatriates. Compensation fairness vis-à-vis expatriates was positively related to job satisfaction but negatively related to turnover intention. Theoretical and practical implications are discussed.     

A labor perspective on fair pay: High-performance work at Corning,Inc.

The Corning-American Flint Glass Workers Union (AFGWU) partnership agreement provides a test case for the possibility of a more egalitarian and productive workplace. However, a conflict over fair compensation for high-performance work could become a major barrier to the realization of that promise. A model of fair pay is suggested, proposing that a goal of minimizing the job and pay hierarchy and maximizing the return for employee contributions would facilitate “ethical partnership” and create incentives for high-performance work. Former Shop Steward, Executive Board member, President of AFGWU Local 1000, Corning, New York. (Organizational affiliation given for identification purposes only. The opinions expressed in this article are solely those of the authors and in no manner, whether written or implied, represent a view that is endorsed or sanctioned by the AFGWU.)     

Contingent Employment Relationships Between Tour Guides and Tour Operators in Ecuador: Human Resource Management Practices and Attitudinal Outcomes

This study examines a unique contingent employment relationship—that between tour guides and tour operators in Ecuador. Linkages among tour operators’ HR practices, interactions between operations managers and tour guides, and the tour guides’ attitudes toward both the tour operator and the ultimate tourist-client are investigated. Tour guides are found to exhibit dual commitments to both operators and tourist-clients. Affective commitment to the tour operators was found to partially mediate the relationship between organizational entry HR practices, compensation related HR practices, operations manager interactions, and tour guides’ commitment to the tourist-client, suggesting that tour guides’ perceptions about the tour operator may affect their ultimate customer service delivery. Satisfaction with tips was more directly related to commitment to the tourist-client, as was the interaction of pay administration satisfaction and tip satisfaction, supporting the notion that contingent pay beyond base pay provided by the tour operator and its delivery may impact tour guides’ motivation to provide quality service to the end client. Practical implications for the tour operators, and tourism ministries are offered.     

The remuneration of CEOs and corporate financial performance in Norway

Economics and management literatures advocate that senior company executives should be remunerated on the basis of the financial performance of the firms they manage. This helps align the interests of management with those of stockholders. There are, however, problems in implementing pay for performance schemes and these, along with other factors, may lead to there being no empirical relationship between compensation and stockholder returns. This study set out to explore the determinants of chief executive compensation in Norwegian stock exchange listed firms. To date there have been very few studies on this topic using data from Norway; most previous research has employed American data. The results show a positive relationship between CEO pay and corporate size but there was no significant association between remuneration and corporate financial performance as measured by accounting profitability and as measured by stock returns. Estimates of the value added by companies were significantly related to chief executive pay. There was also a positive and significant relationship between a CEO's compensation and the average wage level of the company. This association may be due to the unique characteristics of Norway's social and economic structure.     

Executive compensation and firm risk after successful mergers and acquisitions in Africa

This paper examines the impact of various executive compensation types on the postmerger risk taking by firm's executives. We find that executive pay influences firm risk differently depending on compensation type and risk measure. Specifically, we find that rewarding executives with cash compensation reduces the total postmerger risk of acquirers. However, managers are motivated to increase systematic risk when they are rewarded with stock‐based incentives. Besides, based on the argument that managerial compensation portfolio might impact systematic and unsystematic risks differently, our findings show no evidence of the impact of executive pay on unsystematic risk.