人力资源管理 薪酬管理外文翻译 论文 外文文献.docx
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人力资源管理 薪酬管理外文翻译 论文 外文文献.docx
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人力资源管理薪酬管理外文翻译论文外文文献
TheFatalFlawinPayforPerformance
Manycorporateboards,respondingtoshareholderandpublicpressure,aredesigningpay-for-performanceplanstoholdCEOsaccountable.Butthereisoftenacrucialflawinsuchschemes:
Theydon’tpayforperformancewithintegrity.
Theomission—evidentfromcompensationcommitteereportsintopcompanies’proxystatements—isstriking.Corporations,afterall,faceunceasingpressurestomakethenumbersbybendingtherules,andanintegritymisscanhavecatastrophicconsequences,includingindictments,fines,dismissals,andcollapseofmarketcapitalization.Furthermore,performancewithintegritycreatesthefundamentaltrust—insideandoutsidethecompany—onwhichcorporatepowerisbased.
AboardshouldexplicitlybaseadefinedportionoftheCEO’scashcompensationandequitygrantsonhisorhersuccessinhandlingthefoundationaltaskoffusinghighperformancewithhighintegrityatalllevelsofthecompany.Whydon’tboardsdothat?
Theymaybeuncertainaboutthemeaningofintegrityandhowtoassessitsintegrationintofinancialperformance.
Stepone,then,indesigningpayforperformancewithintegrityisusingthefollowingdefinition:
Integrityisauniformcorporateculturewiththreeelements—robustadherencetoformalrules;adoptionofethicalstandardsthatareinthecompany’slong-termenlightenedself-interest;andemployeecommitmenttohonesty,candor,fairness,trustworthiness,andreliability.SteptwoisfortheboardtoassesswhethertheCEOhasinfusedhighperformancewithhighintegrity.Theboardcandothatbyansweringthefollowingquestions,usinghardanalyticsaswellastheboardmembers’ownjudgment.
HastheCEOestablishedcompany-wideperformance-with-integrityprinciplesforwhichthefirm’sleadersareresponsibleandaccountable?
Examplesoftheseincludedemonstratingcommittedandconsistentintegrityleadership;managingperformancewithintegrityasabusinessprocess;usingearly-warningsystemstostayaheadofglobaltrends;providingtimely,risk-assessedtraining;andgivingemployeesavoice.
HavetheCEOandtopmanagersimplementedtheseprinciplesthroughrobustpractices?
Ifleadersdon’tinvesttime,effort,andresourcesinembeddingkeyintegritypracticesinbusinessprocesses,“toneatthetop”isjustwindowdressing.(Forexamples,seethesidebar“ThePracticeofPerformancewithIntegrity.”)
Hasintegritypermeatedeveryaspectofthecorporateculture?
Onevitaltoolforassessingthatisanannual,anonymousemployeesurveyacrossallbusinessesandregionsthatasks,“Isintegritycompromisedbybusinesspressures?
”and“Aretheleaders’verbalcommitmentstointegrityreflectedinaction?
”TheboardcanalsohaveoutsideHRexpertsperiodicallyconduct360-degreeassessmentsoftheCEOandtopexecutivesthatexploresuchquestions.
•HastheCEOmetannualperformance-with-integrityobjectivessetbytheboard?
Oneexamplemightbeeffectivelyhandlingamajormissorcrisis—anenvironmentalaccident,abriberycase,orafinancialrestatement—andremedyingtheproblemsystematicallyafteracandidanalysisofitscauses.AnotherobjectivemightbehiringleadersinemergingmarketssuchasChina,Russia,andIndiawhoareskilledinintegratingperformanceandintegrity.
•Howdobusinessdivisionsratecomparatively?
TheboardshouldlookathowintegritypracticesdifferamongdivisionsandhowtheCEOdealswithlaggards.Itshouldalsolookathowtheunitsrankagainstexternalpeers.(Thismayrequiredatafromnewsorgovernmentreportsoracomparativeauditby,say,aformerregulatoryofficial.)
Theboard’sstandardsforassessingpayforperformancewithintegrityshouldalsodefineanewsetof“specs”inthecompany’sCEOsuccessionplanning.Inevaluatingcandidates,theboardshouldask:
Dotheypossesstheknowledge,experience,andskillstodrivearobustperformance-with-integrityculturedeepintothecompany’sglobaloperations?
Thesamespecsshouldbeusedtoevaluatethecompensationofseniorexecutivesandsetgoalsforleadershipdevelopmentprograms.That’sthebestwaytoensurethat,overthelongterm,thecompany’stopranksarefilledwithmanagerswholivebytheprinciplesandpracticesofperformancewithintegrity—andthushelpthecompanyavoiddebilitatingrisksandsecurethetrustthatisvitaltodoingbusiness.
ThePracticeofPerformancewithIntegrity
Here’sasamplelistofquestions(greatlyshortenedbecauseofspacelimits)thatwillhelpboardsassessaCEO’sperformance-with-integritypractices.Theycanbeansweredusingtoolslikeprocessreviewsandsubstantiveauditsandexternaloutcomes(suchasenvironmentalviolationsorcustomercomplaints).
Leadership
DoestheCEO...
•communicatetotheorganizationthatintegritymustneverbecompromisedtomakethenumbers?
•disciplinegenerals,notjusttroops,forintegritylapses?
•addressdifficultintegrityissuesregularlyatstaffmeetings?
Businessprocesses
DoestheCEO...
•buildastrongintegrityinfrastructure—processesforpreventing,detecting,andrespondingtolapsesinallbusinessesandregions—andputAplayersinchargeofit?
•assessintegrityneedsrealisticallyandprovideadequatefundingforthoseactivities?
•respondpromptlytoearlywarningsontrendsinlegal,ethical,andcountryrisks?
Givingemployeesavoice
DoestheCEO...
encouragereportingoffinancial,legal,andethicalconcernsthroughasystemthatpreventsretaliation?
ensurethatconcernsareinvestigatedfairlyandpromptly,thattrendsaretracked,andthatremedialactionistakenifneeded?
Fromthepointofviewofproductivity,itisproductionorothereconomicactivitiesofhumanlaborinputthemonetaryfundsmanifestations,isthefinalcostoftheproductcomponents.Intheconditionsofmarketeconomy,enterprisesmainlythroughpaidtotheaccountingormeasuringproductionandothereconomicactivitiesofhumanlaborconsumption.Duetothepressureofcompetition,enterprisesmustconsidercuttinglaborcosts.
Fromthepointofviewoftherelationsofproduction,compensationfortheincomedistributionreflectstheoutcomeofthestaffwastheallocationofshares.Underthecurrentsocialsystemofourcountry,compensationisthemainsourcestothemeansofsubsistenceconsumptionofworkers.Ithaveamajorimpactonthelevelofconsumptionandtheconsumptionstructure,andconsumptionactuallyistheprocessofreproductionlabor,reproductionoflaboralsohasanimportantinfluenceinthenextphaseofproduction.Therefore,thecompensation’slevelhasgreatsignificanceforsustainedandstableincreaseproductionorpromoteothereconomicactivities.
Suchadualcharacterofcompensation,itdecidedthatthecompensationmanagementisactuallyreduceexpenditureandincomedistributiononproductioncostsandthatcontinuedtoimprovepaylevelsofthiscontradictionandmakeanadjustment.
(2)Thefunctionofcompensation
Thefunctionofcompensationmayfromtheenterprises,workersandsocialaspectstoinspect:
①Fromthepointofviewoftheenterprises,compensationhasthefollowingfunctions:
First,theincrementfunctions.Compensationisnotonlythecostsofpurchaselaborbyenterprises,aswellastheinvestmentofliveworking,itwillgiveemployersgreaterthanexpectedcostbenefits.Theexistenceofsuchbenefit,providedtheimpetusmechanismoflaboremploymentandinvestmentlaborfortheenterprises.Second,thepromotingfunctions.Compensationisaevaluationofworkersandoperators’performance,reflectthequalityandquantityconditionsofwork.Therefore,thecompensationcanpromotestaffconstantlyimprovetheirworkefficiencyandenthusiasm.Third,thecoordinationfunctions.Whilethemovementofcompensation,puttheorganization'sgoalsandintentionsofmanagerstoemployees,correspondtherelationshipbetweenstaffandenterprises,andpromotetheconsistentofstaff’actionandenterprisescorrespond.Ontheotherhand,thereasonableofcompensation’differentialsandstructurecaneffectivelymediatetheconflictbetweentheemployees,andharmonythehumanrelationships.
②Fromthepointofviewoftheemployee,compensationhasthefollowingfunctions:
First,thereproductionoflaborensurefunctions.Staffthroughthelaborandservicesexchangeforcompensation,sothattheycouldmeettheneedoffood,clothing,shelter,withthebasicneedsoflife,therebyachievingareproductionoflaborforce.Secondistoachievefunctionalvalue.Compensationisanevaluationforenterprisestopayfortheiremployees,alsoistherecognitionofstaffcapabilityandlevel,isthereturnsoftheimplementofindividualsvalue,andthesignalofsuccessfulpromotion,itreflectstheemployees’relativepositionandfunctioninenterprises,itcanmakethestaffhaveasenseofachievementandsatisfaction,andthusinspiregreaterenthusiasmforthework.Third,reasonablecompensationwillbestrongthetrustofenterprisebystaff,builduptheexpectedincreaseriskofpsychologicalsenseofsecurityandasenseofsecurityforthestaff.
③Fromthepointofviewofthesocial,compensationhastherelocatefunctionoflaborforceresourcesforthesocial.Mostpeoplewillbewillingtothehighercompensationregions,departmentsandthepost.Asamanagercanusethedifferencecompensationtoguidehumanresourcesreasonableflow,promotetheeffectivedistributionforhumanresources,implementthehumanresourcesdevelopmentandmaximizeefficiency.Inaddition,compensationalsocanapplytheoccupationalvalueandtypesofworkbypeople,compensationleveltoacertainextentreflectthetypesofworkorsocialvalues,therebyadjustthepeople's
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