薪酬體系 的英文怎麼說
中文拼音 [xīnchóutǐxì]
薪酬體系
英文
pay for performance-
Designing an incentive and operative salary system which basic salary as it " s center is most important to attract core stuffs and bestir a great of employees
設計一個以基本薪為中心的、具有激勵性和可操作性的薪酬體系對企業吸引保留核心員工以及激勵廣大員工極為重要。At the same time, in order to get adapted to the market change, improve the competitiveness, reinforce the cohesiveness and maintain the upswing trend, cec should take effective measures, such as to accept new idea and develop the managers " awareness of competitiveness ; reform the selecting and appointing mechanism ; establish a sound compensation system ; improve consumption for the position ; break the dominance of state - owned shareholders on the stock market and improve corporate governance structure ; reinforce the financial supervision on the corporation ; make a full use of restraint effect of competitiveness and reputation mechanism ; build various " golden parachutes "
與此同時， cec在企業經營者激勵與約束方面應採取針對性的措施，通過轉變觀念，樹立市場經濟的競爭意識和產權意識；改革企業經營者的選拔任用方式，積極推進企業經營者管理的市場化進程、建立科學合理的薪酬體系、規范職位消費，實行職位消費貨幣化、調整股權結構，實現投資主體多元化，健全公司法人治理結構、加強企業財務監控和內部制度建設、充分發揮市場競爭機制和聲譽機制對企業經營者的激勵約束作用、設計各種形式的「金色降落傘」等措施的實施，適應市場變化，提高企業核心競爭力，增強企業的凝聚力，保持事業的長盛不衰。That the system twist hempen thread draw up the quantification in the design follows the example of checing the target is followd the example of checing that by the twist hempen thread being living ; the faggot payment setup design stressly is puting into practice faggot some system pay, and has been underway the regulation to original pay composition. it is main through the base that the faggot spot manufactures the pay setup, quality, four bibliographic categories branch faggot some component such as post and twist hempen thread effect and so on
在績效考核制度設計中制定了量化的績效考核指標；薪酬體系的設計重點是實行薪點制工資，對原有工資結構進行了調整，薪點制工資體系主要由基礎、素質、崗位和績效等四部分薪點組成，其中「績效薪點」是本設計方案的核心內容。In order to attract, reserve the talents and give play to the initiative of theirs, we should design and perfect the hortatory compensation system on the basis of the human capital tactics. after having a historical retrospect of our business administration, we found the structure, idea, concept and spur method have changed a great deal. ‘ human cost ’ change to ‘ the human capital ’, ‘ graded wages ’ to ‘ the compensation system ’, ‘ equalitarianism ’ to ‘ the
有了合理的薪酬體系，使人們感到相對公平，就會激勵員工，提高工作效率，調動員工的主觀能動性，使企業的各項工作管理得井井有條，這對企業的長期發展有著重要的現實意義。The characters and requirement factors of knowledge workers are different from common staffs, so incentive strategy to knowledge workers must be based on their requirement factors. we should carry on the following strategies to incent those workers, such as helping them realize success, giving them more freedom, supply good enviornment support and constructing reasonable pay system
知識型員工不同於普通員工的特徵導致其需求因素的非同一般，而對知識型員工的激勵策略設計必須建立在對其需求要素的把握之上，即從協助知識型員工成長需要和成就動機的實現、給予知識型員工更多的自主性、為知識型員工提供良好的環境支撐和建構獨特合理的薪酬體系等方面對知識型員工進行激勵。Based on the compensation management theories and the practical situation of nantong cosco khi ship engineering co., ltd. ( nacks ), a new compensation management system is designed for nacks to a attract, maintain and motivate talents. the purpose of compensation management system redesign is to solve the problems that hindered the development of nacks and to speed up the establishment of the chinese and japanese joint capital enterprise. this thesis consists of seven parts
本文以現代薪酬管理理論為指導，結合南通中遠川崎船舶工程有限公司（簡稱nacks ）的實際情況，從人才吸引、維系、激勵的角度出發，對nacks公司薪酬體系進行了現狀分析和薪酬管理體系設計，目的在於通過薪酬體系的重建，解決當前存在的困擾公司發展的一些問題，從而加快中日合資企業現代企業制度建立和完善的步伐，促進公司的發展。Secondly it reviews and evaluates the western classical compensation theories. then sdudies major theories for designing compansation system, and espesiouly researches the matchment bettewn compensation system and enterprise stratagy, indicates that the company in different life period shoud take different human resources and compensation stratagies. this part constituted the basic theories of the design of the qiaoli corporation compensation system
然後對薪酬及薪酬體系設計實務理論進行了全面論述，指出西方經典薪酬理論對現代薪酬制度的建立具有重要的指導意義，同時闡述了影響企業薪酬水平的因素、薪酬結構的確定方法、薪酬設計的基本原則以及企業處在不同生命周期，應設計出不同的薪酬制度與其發展階段相適應。All the steps of compensation reform in g software company is run after, the compensation system is redesigned according to g software company ' s actual conditions. at first, the problems of original compensation system in g software company is analyzed, especially the problems of the compensation for r & d employees is emphasized ; and then, a new compensation system with several compensation models mixed together is designed out which considering the inspiriting, inner justice and competition outside
首先，本文通過對g軟體公司原有薪酬體系的分析，剖析g軟體公司薪酬體系存在的普遍問題，並重點研究了研發人員薪酬體系存在的問題;其次，根據g軟體公司的戰略發展目標，運用定量分析與定性分析相結合的方法，逐步設計出一套以多種薪酬模式相結合的薪酬方案，該方案綜合考慮薪酬的激勵性、內部公平性與外部競爭性。This paper organizes its chapters as follows : 1. the research background skill and competency - based pay system is the outcome of
本文的主要內容包括以下方面: 1 、研究背景基於技能與能力的薪酬體系是知識經濟時代的產物。At this circumstances, skill and competency - based pay system was born to make up the weakness of traditional pay system. so it has been more and more popular especially in knowledge organizations
在這樣的背景下，基於技能與能力的薪酬體系應運而生，它彌補了傳統薪酬體系的不足，正成為許多知識型組織採用的薪酬方案。This paper summarizes previous study in this field and demonstrates the necessity of skill and competency - based pay system. then, it presents the process and methods to design skill and competency - based pay system
本文在總結歸納國內外研究現狀的基礎上，從企業薪酬思想演變過程的角度論述了基於技能與能力的薪酬體系產生的必然性。On the basis of profound studying of compensation and related theories, this article selects a real estate firm in chengdu as its object of researches, designs and implements a set of compensation systems and management rules that fit the present corporate state
本文在深入研究與薪酬及其相關理論的基礎上，選擇了成都一家房地產企業作為研究對象，設計並實施了一套適合該公司目前經營狀況的薪酬體系及管理制度。Ensure that the benefits systems and practices are equitably implemented internally and operated efficiently
確保公司內部薪酬體系公正、有效地建立和實際。Obtaining from the human resource constitution and the present situation analysis of the salary asignmcnt in jinma company. thorough the thorough research. in view of existing situation. this article asks the main question. which exists in the salany assignment system. in this foundation. from the angle of consummating salary incentive mechanism. it stresses the design of salary system of jinma company. the main content inclwdcs : firstly, research and analysis the salary assignment status quo and the puestions that exists in jinma company ; secondly, establish the decision model of the salary total quantity ; thirdly, design the new pattern of staff salary assignment ; fonrthly, prodme the means of the transition from the old pattern to the new one and the basic principle of the dynamic movement
本文從金馬公司人力資源構成和薪酬分配現狀分析入手，通過深入研究，針對性地提出薪酬分配體系存在的主要問題。在此基礎上，以現代人力資源管理理論為基礎，從完善薪酬激勵機制這個角度，重點闡述金馬公司薪酬體系設計內容。主體內容包括：一是深刻地研究和分析金馬公司薪酬分配現狀及存在問題；二是建立起薪酬總量決定模型；三是設計出員工薪酬分配新模式；四是給出了新舊模式接替辦法和動態運行的基本原則。Existing reward system investigation and analysis - reward structure analysis - salary design on each job and executive departments - bonus allocation project design - salary design for special teams job importance analysis - job levels analysis and layout - salary levels partition and confirmation
現有薪酬體系調查與分析-薪酬結構分析-各崗位及職能部門薪酬方案設計-獎金分配方案設計-特殊團隊的薪酬設計Last, to ensure the good operation of the salary system and exert its function, this paper designs the ensurance measures such as dirui ' s performance check, salary total budget, and salary level adjustment, just to better ensure the internal justice and external justice in the process of the system operation, and to stimulate the employees
最後，為保證薪酬體系能夠良性的運轉，發揮其應有的作用，本文對迪瑞公司的績效考核、薪酬總額預算、薪酬水平調整等保障措施進行了設計，從而可以更好地保障該體系在運行中做到內部公平、外部公平，起到激勵員工的作用。So, this paper that is based on the their own characteristics and their status, discusses the salary system ’ status and problems of the middle and small - scale iron and steel enterprise, and point out some new creative thoughts according to the compensation rules of the shuicheng iron & steel group company and nanjing iron & steel united co., ltd. in the principle which retaining and motivating the key staff is mainly and recruiting the employees from the external is supply, we should do seriously the job analyze and post appraisal, and adopt the market pay level which is the hybrid policy. in the additions, in the guidance of the hierarchy of the need theory, takes the deference measures to design the compensation structure according to the executive 、 the middle and low level manager 、 technicians and operative employee doing the contributions to the enterprise, adjusts the ratios of fixed wages and variable wages, uses the annual salary system for the executive, implementing the dual ladders to the managers and the technicians
為此，本篇論文主要是根據中小鋼鐵企業的自身特點，論述了中小鋼鐵企業的薪酬體系的現狀和存在的不足，並結合水城鋼鐵（集團）公司和南京鋼鐵聯合有限公司兩家鋼鐵企業的薪酬制度，提出了相應的創新思路，即在以留住、激勵關鍵人才為主，以外部招聘員工為輔的思想指導下，認真做好工作分析、崗位評價工作，採取混合政策的市場薪酬水平，同時，在需求層次理論的指導下，根據經營管理人員、一般管理人員、技術人員及操作人員對企業的貢獻不同採取了不同的薪酬結構設計，調整了特殊人群的固定工資和浮動工資的比例，對經營管理人員實行年薪制，對技術人員和管理人員實行「雙梯制」的職業發展通道，從而確保了薪酬制度的公平性、經濟性、激勵性，不同程度地鼓勵了企業特殊人才的工作積極性和主動性，優化了企業的制度，提高了企業的核心競爭力。Now we have the small and medium - sized business of representative for a company ' s electromechanical profession in homeland, the manpower resource management present situation investigation analysis, discover the program of the manpower resource of a company ’ s recruit 、 training 、 effect check and salary reward system have many problems : the function of a company ' s manpower resource management is as follows, the company ’ s management is the experience of each department class cadre of straight line, especially lacks effect check system ; employees lack competitive consciousness, lacking actuating pressure, the employees lose initiatives gradually ; the manpower resource management of a company is confined to only somewhat daily recruit, salary capital calculation provide wait for general affairs, manpower resource management is not obvious for strategic influence as well as and strategic connection
在筆者對a公司這樣一個在國內機電行業具有代表性的中小型企業的人力資源管理現狀進行調查分析后，發現a公司的人力資源的規劃、招聘、培訓、績效考核及薪酬體系存在很多問題： a公司人力資源管理的功能不足，甚至缺失；公司以各直線部門班幹部的經驗化管理為主，尤其缺乏績效考核體系；員工普遍缺乏競爭意識，缺乏工作壓力，由於缺乏績效評估，沒有有效的激勵，干好乾壞差不多，員工逐漸失去進取心； a公司的人力資源管理只限於一些日常的招聘、薪資計算發放等事務，人力資源管理對戰略的影響以及和戰略的聯系都不明顯。Based on this theory research, we through analyzing the company " compensation actual condition, make sure the developing phase of the company, fond the existent problem, combined with management practice, take professional skill, finally put forward an all new compensation system including : design of the executive annually compensation system, the design of the employee structure compensation system, the design of the sale personnel ' s deducting compensation system. it is expected that this study will be helpful to guide both theory and practice and develop the level of human resources management
本論文在對薪酬理論全面深入研究的基礎上，通過分析僑立公司發展狀況及薪酬體系現狀，確定公司所處發展階段，找出其問題所在，結合企業現實管理需要，運用薪酬設計的專業技術，提出了僑立公司全新的薪酬體系設計方案，主要包括經營者年薪制的設計、員工結構工資制的設計、銷售人員提成工資制的設計。Salary system design of public administrative department
公共行政部門的薪酬體系設計分享友人