Professional Documents
Culture Documents
Hrm Final 筆記
Hrm Final 筆記
Compensation 定義:
Forms of pay:
Total compensation (cash + benefit)
Relational returns (intangible)
Total compensation + relational returns = total return
Herzberg's motivation-hygiene theory (or two- factor theory) have on the composition of the
workforce.
Motivation factors: 可以 motivate 員工做得更好
Hygiene factors: the factors that cause dissatisfaction
** Compensation and benefit 算係 Hygiene factors
A Pay Model:
1. The compensation objectives (Efficiency /Fairness / Ethics/ Compliance)
2. The policies that form the compensation strategies
organization
External competitiveness: pay comparisons with competitors
Employee contributions
Management: Right people get the right pay for achieving the right objectives in the
right way.
3. The techniques that make up the compensation system.
Innovator
• High-powered incentives
• Pay for performance
2. Internal alignment(聯合)
3. External competitiveness
4. Employee contributions
5. Management
These decisions, taken together, becomes the compensation strategy. Stated strategies
are written compensation strategies. Unstated strategies are inferred from the pay
decisions.
Pay structure:
External Competitiveness
External competitiveness (The pay relationships among organizations – the organization’s pay
relative to its competitors.)
Pay level (The average pay rates 可以係以下 pay forms:base + bonuses + benefits + value of
stock holdings)
Pay mix (The various types of payments/pay forms)
A single company may differ pay levels for different job families.
From the supply side: If a job has negative characteristics, then employers must
offer higher wages.
dirty work
Additional factors affecting labor supply
地域限制
少工作資訊
有風險工作
3.organization factors
睇行業前景及科技發展
org. size
人們偏好
• Difficult to measure
求加人工
點解採用 lag: 唔會吸引員工,除非有其他野(生活工作平衡/Desirable
location)
Pay-mix strategies:
1.performance driven
2.market match
3.work/life balance
4.security
Survey 有五個目的:
5. Estimate the labor costs of competitors (same occupations, skills, geographic area,
products or services)
點樣設計 survey?(六何法)
A pay range:
容許經理根據員工個人表現黎決定佢地人工係幾多
Group jobs into grades
structure
其次,Egalitarian or Hierarchical ?
Evaluation
Job evaluation:
終目標)
方法係根據 job content,所需的技能,對 org 的價值,org 文化以及 external
market
Content refers to what work is performed and how it gets done(expected outcome/
standards)
Structure based on job content orders jobs by: skills, duties, responsibilities
Structure based on job value orders jobs: on the basis of the relative contribution of
the skills, duties, and responsibilities.
既 sample)
Ranking:
Orders job descriptions from highest to lowest based on relative value.
好壞處上面睇
Classification:
Point Method:
Compensable factors are those characteristics in the work that the organization values, that
help it pursue its strategy and achieve its objectives.
Factor degrees numerically scaled
Weights reflect the relative importance of each factor
based pay
teams
multi-skills
flexibility
· specialist(pay is based on knowledge of the person doing the job, rather than on job
content or output)
3. fair to employees
Procedures of determining the internal skill-based structure:
點樣做 skills analysis?
問 employees&managers
立 structures 既問題,例如:
解決上述問題之後就要解決「比幾多錢員工」同埋「應該用咩方法比錢員
工」既問題
呢個問題係 related to pay for performance , performance appraisal and
Reward systems:
1. contingent pay(CP) plans, (又叫做 pay for performance )/ 2. putting pay in context
CP
呢個制度可以令佢地留低)
pay) / team(記兩個)
Team/Unit/Organization-Level CP Plans:
好處:團隊合作
Culture of organization
development
1.有以下兩種情況先係 legal:
for org:
已經完整地向員工解釋系統
for management:
supervisor 有受過訓練
for employees:
Within the control of the employee.
Employees are given a voice in the review process
以下呢個重要:
CP and PM systems(reward systems) have unintentional impact on a protected
大概呢課既架構:
好處:straight-forward
Measuring Results:
1. Accountabilities
收集關於工作的資訊(job description)
決定 task 的重要性
人負責咩野?
記得呢 3 款 objectives(MBO/KPI/OKR)
3. Performance Standards
4. Meaningful
5. Realistic and Achievable
6. Reviewed Regularly
S=Specific、M=Measurable、A=Attainable、R=Relevant、T=Time-based (smart
standard)
Measuring Behaviors
1.Identify competencies
Observable behaviors
Definition
第二好同第二差,直至揀完)
下員工有幾多次「好 d」既次數。)
4. Relative Percentile
2. 不能評估 teamwork
3. 有“Labeling effect” and 減低員工動力(demotivating)
進步)
3.Critical incidents
4.Graphic rating scales
Measuring Performance
Here is a Case Study: Norm-Based VS Criterion-Based Assessment
假設學生表現係根據正態分佈
Appraisal Forms(評估表格):
6.Stakeholder Input
7.Employee Comments
8.Developmental Achievements
9.Developmental (needs/plans/goals)
「preview」
Appraisal Forms(八個特質):
包括所有主要項目的表現
相關的表現資訊直接連繫到工作需要完成的 tasks
Judgmental strategy
考慮每方面的表現
有 defensible(合乎情理的)的 summary
Mechanical strategy
score。
Appraisal Period
2.supervisors
3.peers
4.subordinates
唔夠膽講
好:鼓勵員工達到顧客期望
壞:time&money
Types of Rating Errors
Intentional errors
Rating inflation
Rating deflation
Unintentional errors
Complexity of task