ative contributions to the organization’s objectives (Bratton and Gold, 2001).
内部一致或内部公平是指单个组织内部工作或技能水平之间的比较。工作和人们的技能是根据他们对组织商业目标的相对贡献进行比较的。在内部调整中，还关注了为什么薪酬关系会激励员工选择增加培训和在与客户打交道时承担更大的责任，内部薪酬关系会间接影响员工的能力，从而影响整个组织的效率。这也得到了报告《企业社会责任报告》的同意，该报告定义了内部一致性，即支持基于供应商的商业和道德承诺和绩效的综合客户决策的一系列承诺、战略、政策、程序、系统和行为。这通过奖励管理、工作分析、工作评估和绩效评估等基本技术转化为实践。重点是比较工作和个人对组织目标的相对贡献。
Pay relationships within the organization affect all three compensation objectives in internal alignment. This method also affect employee decisions which to stay with the organization or leave the organization. Then the organization must motivating employees to attend training and seek greater responsibility in dealing with customers, internal pay relationships indirectly affect the capabilities of the workforce and hence the efficiency of the entire organization. Fairness is affected through employees’ comparisons of their pay to the pay of others in the organization.
组织内部的薪酬关系会影响内部一致的所有三个薪酬目标。这种方法也会影响员工决定留在组织还是离开组织。然后，组织必须激励员工参加培训，并在与客户打交道时寻求更大的责任，内部薪酬关系间接影响员工的能力，从而影响整个组织的效率。员工将自己的薪酬与组织中其他人的薪酬进行比较，会影响公平性。
If the internal alignment is refers in single organization but either way external competitiveness which refers to pay comparisons with competitors. This basically involves when implementing in organization which are, to be a pay leader, to match the market rate, or to lag behind what competitive organizations are paying (Bratton and Gold, 1999). Basically when practicing external competitiveness two ways first by setting pay level that is above, below or equal to that of competitor secondly, determining of pay mix relative to those of competitors. In both of pay level and pay mix focuses in two objectives which are control cost and attract and retain employee (Milkovich and Newman, 2008). External competitiveness refers to comparisons of the organization’s pay relative to the pay of competitive organizations (Bratton and Gold, 2001).
如果内部一致性是指单个组织，但无论哪种方式，外部竞争力都是指与竞争对手的薪酬比较。这基本上涉及到在组织中实施时，要成为薪酬领导者，要与市场利率相匹配，或者落后于竞争组织的薪酬。在实践外部竞争力时，基本上有两种方式：第一，设定高于、低于或等于竞争对手的薪酬水平；第二，确定相对于竞争对手的工资结构。在薪酬水平和薪酬结构方面，重点关注两个目标，即控制成本和吸引和留住员工。外部竞争力是指将组织的薪酬与竞争组织的薪酬进行比较。
Objective of determining external competitiveness decisions in terms of both how much and what forms are (Milkovich and Newman, 2008);
根据多少和什么形式来确定外部竞争力决策的目标
To ensure that the pay is sufficient to attract and retain employees if employees do not perceive their pay as competitive in comparison to what other organizations are offering for similar work, they may be more likely to leave
为了确保薪酬足以吸引和留住员工，如果员工认为他们的薪酬与其他组织提供的类似工作相比没有竞争力，他们可能更有可能离职
To control labour costs so that the organization’s prices of products or services can remain competitive in a global economy.
控制劳动力成本，使组织的产品或服务价格在全球经济中保持竞争力。
Overall the internal alignment and external competitiveness are essential to compensation includes any direct or indirect payments to employees, such as wages, bonuses, stock, and benefits. So external competitiveness directly affects both efficiency and fairness and it must do so in an ethical way that complies with relevant legislation and internal alignment seek that where organizations internal drivers, include vision and mission as well as general goals, are aligned with their words and actions.
总体而言，内部一致性和外部竞争力对薪酬至关重要，包括向员工直接或间接支付的任何款项，如工资、奖金、股票和福利。因此，外部竞争力直接影响效率和公平，必须以符合相关立法和内部一致性的道德方式来做到这一点。内部一致性寻求组织内部驱动因素，包括愿景和使命以及总体目标，与其言行一致。
Factors in internal alignment and external competitiveness 内部一致性和外部竞争力的因素
In internal alignment factors are divided into three which are External Factors, Organizational Factors and Internal and External Factors combine (Milkovich and Newman, 2008). In external factors divided into several categories which are economic pressures, government policies, laws, and regulations, external stakeholders, cultures and customs. Then in organizational factors also divided into strategy technology, human capital, HR (Human Resource) policy, employee acceptance and cost implications. All these factors can be explained in diagram 1 below;
内部结盟因素分为三类
