racts qualified employees by ensuring and adequate payment for all the jobs.它通过确保所有工作都有足够的报酬来吸引合格的员工。
COMPENSATION MANAGEMENT PROCESS 薪酬管理流程
In order to achieve the objectives of compensation management, it should proceed as a process. This process has various sequential steps as shown:
为了实现薪酬管理的目标，它应该作为一个过程进行。此过程有各种顺序步骤，如图所示：
Establish a compensation policy 制定补偿政策
Setting of organizational criteria about compensation 制定有关薪酬的组织标准
Analysis of government policy 政府政策分析
Joint consultation with trade union 与工会联合协商
Deciding fringe benefits 决定附加福利
Design and implementation of compensation policy 薪酬政策的设计和实施
Evaluation and Review 评估和回顾
Establish Compensation Policy: Compensation policy is derived from organizational strategy and its policy on overall human resource management. In order to make compensation management to work effectively, the organization should clearly specify its compensation policy, which must include the basis for determining base compensation, incentives and benefits and various types of perquisites to various levels of employees. The policy should be linked with the organizational philosophy on human resources and strategy. Besides, this there must be emphasis on Job Analysis and Evaluation.
制定薪酬政策：薪酬政策源自组织战略及其对整体人力资源管理的政策。为了使薪酬管理有效运作，组织应明确规定其薪酬政策，其中必须包括确定基本薪酬的依据、激励和福利以及对各级员工的各种津贴。该政策应与人力资源和战略方面的组织哲学相联系。此外，还必须强调工作分析和评估。
Setting of Organization’s Criteria: Organization’s overall criteria is the starting point in the total human resource management process including compensation management. Companies operating in different types of market/product having varying level of maturity, adopt different methods of different compensation plans according to employees performance. Thus, it can be seen that organizations follow different strategies in different market situations and align their compensation criteria and contents with these methods. Cascio has observed that in viewing the compensation from strategic point of view, the companies do the following:
组织标准的设定：组织的总体标准是包括薪酬管理在内的整个人力资源管理过程的起点。在不同类型的市场/产品中运营的公司具有不同的成熟度，根据员工的表现采取不同的薪酬计划方法。因此，可以看出，组织在不同的市场情况下遵循不同的策略，并将其薪酬标准和内容与这些方法相一致。Cascio观察到，从战略角度来看薪酬，这些公司做了以下几点：
They recognize remuneration as a fundamental control and incentive mechanism that can be used flexibly by the management to attain business objectives.他们承认薪酬是一种基本的控制和激励机制，管理层可以灵活使用它来实现业务目标。
They make the pay system an integral part of strategy formulation.它们使薪酬制度成为战略制定的一个组成部分。
They integrate pay considerations into strategic decision-making processes, such as those that involve planning and control.他们将薪酬考虑因素纳入战略决策过程，例如涉及规划和控制的过程。
They view the company’s performance as the ultimate criterion of the success of the strategic pay decisions and operational remuneration programmes.他们将公司业绩视为战略薪酬决策和运营薪酬计划成功的最终标准。
Analysis of Government policy: Compensation plan is always formulated through various factors, both external and internal, which affect the operation of human resource management system. External factor includes conditions of human resource market, cost of living, level of economic development, social factors, pressure of trade unions and various labour laws dealing with compensation management in government policy whereas internal factors includes organization’s ability to pay and employees’ related factors such as work performance, seniority, skills, etc. These factors may be analyzed through wage/salary survey.
政府政策分析：薪酬计划的制定总是通过外部和内部的各种因素来进行的，这些因素影响着人力资源管理系统的运行。外部因素包括人力资源市场条件、生活成本、经济发展水平、社会因素、工会的压力以及政府政策中涉及薪酬管理的各种劳动法，而内部因素包括组织的支付能力和员工的相关因素，如工作表现、资历、技能等。这些因素可以通过工资/薪金调查进行分析。
Joint consultation with trade union: After analyzing the government policy president of personnel department consult all over the plan with the representative of trade union.
与工会联合协商：在分析政府政策后，人事部总裁与工会代表协商整个计划。
Deciding fringe benefits: Fringe benefits are also set by the personnel department as per the level of job and their performance.
决定附加福利：附加福利也由人事部门根据工作级别和绩效设置。
It includes: Meal facility, Pick and Drop facility, Medical facility, Insurance facility etc.
包括：餐
