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薪酬管理:英文版 版權信息
- ISBN：9787300287737
- 條形碼：9787300287737 ; 978-7-300-28773-7
- 裝幀：一般膠版紙
- 冊數：暫無
- 重量：暫無
- 所屬分類：>>
薪酬管理:英文版 內容簡介
《薪酬管理（英文版·第13版）工商管理經典叢書·人力資源管理系列；高等學校經濟管理類雙語教學課程用書》是一本英文影印刪減版圖書，原著一直是美國學術界和企業界極負盛名的薪酬管理著作之一。全書以薪酬模型和薪酬戰略為核心，從內部一致性、外部競爭性、員工貢獻、員工福利、薪酬拓展、薪酬管理六大領域，深入探討了薪酬管理涉及的各個人力資源管理模塊！ 〉13版是**版，緊跟薪酬管理研究前沿，全面展示了動態環境下薪酬在人力資源管理和企業戰略中的重要作用，詳盡介紹了薪酬管理理論和實踐在全球的**發展，突出強調了總薪酬及其對獲得可持續競爭優勢的重要性！ 缎匠旯芾恚ㄓ⑽陌妗さ13版）工商管理經典叢書·人力資源管理系列；高等學校經濟管理類雙語教學課程用書》非常適合用作高校本科生、研究生雙語教學或全英教學用書，也適合實務界人士閱讀和參考。
薪酬管理:英文版 目錄
第Ⅰ篇 引入薪酬模型和薪酬戰略
第1章 薪酬模型
第2章 戰略：決策的總體性
第Ⅱ篇 內部一致性：決定薪酬結構
第3章 內部一致性的界定
第4章 職位分析
第5章 基于職位的結構與職位評價
第6章 基于人的結構
第Ⅲ篇 外部競爭性：決定薪酬水平
第7章 競爭性的界定
第8章 設計薪酬水平、薪酬組合與薪酬結構
第Ⅳ篇 雇員貢獻：決定個人報酬
第9章 績效薪酬：理論與證據
第10章 績效薪酬：計劃的類型
第11章 績效評價
第Ⅴ篇 雇員福利
第12章 福利的決定過程
第Ⅵ篇 薪酬制度的擴展
第13章 特殊群體的薪酬：高管和其他
第14章 工會在薪酬管理中的作用
第15章 國際化的薪酬制度
第Ⅶ篇 薪酬制度的管理
第16章 管理：讓薪酬真正發揮作用
第1章 薪酬模型
第2章 戰略：決策的總體性
第Ⅱ篇 內部一致性：決定薪酬結構
第3章 內部一致性的界定
第4章 職位分析
第5章 基于職位的結構與職位評價
第6章 基于人的結構
第Ⅲ篇 外部競爭性：決定薪酬水平
第7章 競爭性的界定
第8章 設計薪酬水平、薪酬組合與薪酬結構
第Ⅳ篇 雇員貢獻：決定個人報酬
第9章 績效薪酬：理論與證據
第10章 績效薪酬：計劃的類型
第11章 績效評價
第Ⅴ篇 雇員福利
第12章 福利的決定過程
第Ⅵ篇 薪酬制度的擴展
第13章 特殊群體的薪酬：高管和其他
第14章 工會在薪酬管理中的作用
第15章 國際化的薪酬制度
第Ⅶ篇 薪酬制度的管理
第16章 管理：讓薪酬真正發揮作用
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薪酬管理:英文版 節選
You can’t read a news article or blog today without someone talking about compensation (wages/salaries, but also benefits like health care and retirement). Compensation is uniquely important in organizations because it typically represents the single largest operating cost, especially where employee skills or human capital are the source of competitive advantage (e.g., Google/Alphabet, Facebook; investment banking, law,accounting, and consulting firms; professional sports teams; universities). Compensation is also important because employees regularly report it as the most important factor that goes into their decision of whether to take a job or stay in a job. Compensation also plays a major role in what employees choose to do on the job: their effort level, where they direct their effort/what goals they pursue, how cooperative they are, how flexible they are, how ethical they are, and so forth. These all add up to determine how efficient, innovative, customer-oriented and (in the case of for-profit) how profitable an organization is over time. Profits, in turn, create jobs. In the absence of profits, jobs disappear. An organization that pays too much, pays too little, ties too much compensation up as fixed costs, and/or pays for the wrong things puts the company, its investors, and its employees at risk. On the other hand, designing and executing an effective compensation strategy can play a key role in great shared success. Compensation challenges ebb and flow with changes in the economy. The Financial Crisis of 2008 and the related Great Recession brought job cuts (with the national unemployment rate rising to 10 percent, the highest since 1983), reduced hours, reduced employer contributions to 401(k) retirement plans, reduced bonus/profit-sharing payments, and some wage cuts. With revenue and profits down and with labor costs often the single largest operating cost, employers cut labor costs in these ways. The Great Recession also focused attention on executive compensation. As the government bailed out the financial industry, newspapers were reporting large bonuses going to the very executives who helped cause the financial disaster. Eventually, as company revenues picked up again, we gradually saw employers put less emphasis on cutting labor costs and more emphasis on hiring. However, job growth was initially quite modest. At the beginning of 2013, the unemployment rate was still at 8 percent. Why? Employers have become increasingly careful about adding new workers because they want to keep costs under control and they don’t want to have to reduce the workforce if they guess wrong about increasing revenue growth/product demand (and the need for more workers). But competition for some types of workers has increased and wages, salaries, and benefits have likewise increased for such workers, meaning that employers must continually evaluate and benchmark their pay to be competitive. As economic growth has continued, competition for employees has increased and the U.S. unemployment rate is now under 4 percent, the lowest it has been since 1969. However, as we will see, wage gains remain modest. That is because employers are careful not only about hiring, as we have noted. They are also careful about giving wage/salary increases because once those are added to base pay, “they are there forever.” Increasingly, employers seek to make labor costs variable, which means greater reliance on bonuses and/or profit sharing, where payments to employees go up during good times, but automatically go down during bad times when profits and revenues are down. This book focuses on the strategic choices in managing compensation. We introduce these choices, real-world issues that managers confront from New York to New Zealand and all points between, in the total compensation model in Chapter 1. This model provides an integrating framework that is used throughout the book. Major compensation issues are discussed in the context of current theory, research, and practice. The practices illustrate new developments as well as established approaches to compensation decisions. We live in interesting times. Anywhere you look on the globe today, economic and social pressures are forcing managers to rethink how people get paid and what difference it makes. Traditional approaches to compensation are being questioned. But what is being achieved by all this experimentation and change? What is merely fad and fashion, and what, instead, is supported by the evidence? In this book, we strive to separate beliefs from facts, wishful thinking from demonstrable results, and opinions from research. Yet when all is said and done, managing compensation is part science, but also part art. Each chapter contains at least one e-Compensation box to point you to some of the vast compensation information on the Internet. Real-life Your Turn cases ask you to apply the concepts and techniques discussed in each chapter. For example, the Your Turn in Chapter 9 draws on Professor Newman’s experience when he worked undercover for 14 months in seven fast-food restaurants. The case takes you into the gritty details of the employees’ behaviors (including Professor Newman’s) during rush hour, as they desperately worked to fill customers’ orders and meet their own performance targets set by their manager. You get to recommend which rewards will improve employees’ performance (including Professor Newman’s) and customers’ satisfaction. We tackle major compensation issues from three sides: theory, research, and practice―no problem can survive that onslaught！
薪酬管理:英文版 作者簡介
作者簡介巴里?格哈特（Barry Gerhart） 美國威斯康星大學麥迪遜分校商學院Bruce R. Ellig杰出講席教授，美國管理學會、美國心理學家協會會員。曾在康奈爾大學、范德堡大學擔任部門主任、區域協調員，在威斯康星大學擔任高級副院長、國際院長。曾獲美國學術成就獎、國際人力資源管理學術成就獎（兩次）、Herbert Heneman Jr.職業成就獎、Michael R. Losey人力資源研究卓越獎。杰里?紐曼（Jerry M. Newman） 美國紐約州立大學布法羅分校SUNY杰出教授，主要研究方向為人力資源管理、薪酬、獎勵。發表關于薪酬、獎勵、績效管理、其他人力資源管理問題的文章百余篇。擁有超過30年的咨詢經驗，為康明斯、惠普、麥當勞等公司提供咨詢。曾獲紐約州立大學校長教學優秀獎等9項教學獎勵。改編者簡介朱飛，中央財經大學教學委員會委員，商學院組織與人力資源管理系教授、系主任，北京市高等學校青年英才計劃入選者，兼任中國勞動經濟學會人力資源分會副會長，中國人力資源開發研究會勞動關系研究分會常務理事、教學與實踐分會常務理事。主要研究領域為戰略人力資源管理、雇傭關系管理、績效薪酬、雇主品牌和領導力，在Journal of Vocational Behavior，Social Behavior and Personality，Journal of Career Development、《中國行政管理》、《經濟管理》、《中國人力資源開發》等期刊發表多篇論文。
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