1: Design HRM System 人力资源管理系统的设计
人力资源管理系统是一个专注于通过内部员工的满意度,提高忠诚度,从而提高员工的工作绩效的贡献也说,帮助管理者创造价值链的利润通过有效的组织和管理降低成本和加速增长。人力资源综合管理解决问题,从人力资源管理角度来看,这几乎是所有与人相关的信息的数据集中,包括组织规划、招聘管理、人事档案、员工离职工作经验、劳动合同、激励管理、办公用品、医疗保险、移动性管理、培训管理、绩效管理、考勤管理、计时工资、计件工资、宿舍管理、员工自助服务、验收等。
Human resources management system is a system focused on through the improvement of internal employee satisfaction, loyalty, thus improving the contribution of employees which is also said as work performance, helping managers to create value chain profits through effective organization and management to reduce costs and accelerate growth(Nolte, 1994). Human resources integrated management solve problems from the perspective of human resource management, with the concentration of the data which almost is all the information related to human, including organizational planning, recruitment management, personnel archives, employee turnover on-the-job experience, labor contract, incentive management, office supplies, hospital insurance, mobility management, training management, performance management, attendance management, hourly wages, piece rate, dormitory management, employee self-service, approval and so on.
-A: Rewards
There are seven choices about how rewards are set.
1.Pay level 薪酬水平
There is a way to set rewards according to the pay levels. There are three levels of payment—lag, meet and lead. As for every pay level, there are some positions that go with it. First of all, the positions of level one—lag mainly handlebasiccustomercorrespondenceby providing scripted email replies and positions of level two—meet are responsible for more complex tasks and composition of original letters or email replies. Finally, positions of level three—lead are supposed to be able to do all the above and what’s more, have the ability to deal with any form of inquiry, supervisory and have budgetary responsibilities(Vaanholt, 1995).
The most important is that equity of both external and internal should be highlighted. The external equity is that everyone should get the same wage during their early days in the company because everyone is the same when he or she first enters this company and everyone is on the same level. The internal equity points to the equity of job evaluation(Burack, 1992) which means the promotion progress should be equal as everyone should get the same chance. There should not be any preference during job evaluation.
2. Performance‐based pay 薪酬绩效
Performance‐based pay is also called pay at risk. The risk here simply means the risk of getting paid. There are three levels of payment—none, moderate and extensive. The standard of payment simply is in accordance with every employee’s work performance. If the work was perfectly done, the employee would beyond all questions get paid extensively. If the work was done not so perfectly but not bad though, the employee would not get paid as much as the former but be paid at the moderate level. However, if an employee has done a terrible job and there was nothing good or has not worked up to the least requirement of work, there would be nothing to pay for him or her (Kabst, 2005).
There is one thing to be noticed. The motivate level of payment is able to motivate greatly persistent efforts. People of this middle level of payment should be the majority of the personnel in a company as this group of people have the abil
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