薪酬管理新概念的理解框架.doc

原文： 外文出处 International Foundation News 外文作者 Frank L.Giancola A Framework for Understanding New Concepts in Compensation management Over the past 25 years, several major new concepts in compensation management have reflected overly ambitious goals . Experts have disagreed about their basic premises, and the business world has had trouble accepting them. Examining the history of three such concepts-skill-based pay, broadbanding and total rewards -is worthwhile , for it reveals the challenges they present and helps define a pattern for how professionals deal with these and other new ideas in the profession . Skill -Based Pay The skill -based approach for determining base pay is based on an employee’s skills, rather than his or her current job. Leading thinkers in compensation management have supported this approach since the 1980s. According to compensation experts Patricia Zingheim and Jay Schuster it is the “next great thing in pay and benefits”. In an interview Edward Lawler called it “the compensation system of the future.” This approach shifts the focal point from the job to the person, with the goals of providing employees with greater incentives to improve skills and competencies and giving management a more versatile workforce. Generally, employees are paid to acquire higher skills in their own field or lateral ones in related fields. From a systems standpoint, job descriptions, job evaluation plans and job-based salary surveys are replaced by skill profiles, skill evaluation plans and skill-based salary surveys. The disappearance of the traditional job provides the primary rationale for this change. Today， employees are said to have variable and unstable work assignments , with roles that cannot be assigned a valid pay rate in traditional job evaluation plans . Contentious Tenets The main tenets of skill-based pay (SBP) conflict with mainstream business thinking. The first tenet is that pay should be based o