员工薪酬体系外文翻译文献

文献信息:文献标题：EMPLOYBEREFERENCFORPAYSYSTEMDRITERIA:APAYSYSTEMSURVEY员工对薪酬体系标准的偏好：薪酬体系的调查)国外作者：ChristineH.Schuldes文献出处：Ph.D.CapellaUniversity,2006(4):144-198字数统计：英文2297单词，12728字符；中文4159汉字外文文献：EMPLOYEEPREFERENCESFORPAYSYSTEM

CRITERIA:APAYSYSTEMSURVEYBackgroundoftheProblemAsthe21stCenturyprogresses,thehighlycompetitiveenvironmentinwhichorganizationsoperateandrecentevents,suchastheDfailuresandtheterroristattacksof9/11,havecausednumerouscompaniestodownsize,lay-offemployees,orreduceemployeecompensation,includingGE,IBM,Citicorp,AT&T,Kodak,Goodyear,Exxon,Xerox,TRW,andGM(Bateman&Snell,2004;Lawler,2005).Asaresult,retainingthebestemployeesandrecruitingpeoplewiththegreatestpotentialarevitaltothesuccessandsurvivaloftheorganization(Lawler,2003&2005).Rewardsystemscanservethestrategicpurposeofattracting,motivating,andretainingpeople;yet,acomplexsetoffactorsisusedtodetermineanemployee'scompensation(Bateman&Snell,2004).Theearliestformsofrewardsforproductivitywerefood,shelter,andprotection,allofwhicharevitaltosurvival.Yet,theoriginationofmonetarysystemscausedpaytobecomethemostcommonformofrewardandmoneyhasbecomethemediumofexchangeforallcommodities.Theuseofeconomicincentivestomotivatepeoplehasbeenacommonpracticeinmanysocietiesandhasgeneratedamyriadofspeculationandaplethoraofresearch(Milkovich&Newman,2005).Consideredtobethefatherofscientificmanagement,FrederickTayloriscreditedwithpopularizingtheuseofmoneyasamotivationalworktooloveracenturyago(Bateman&Snell,2004).NumeroustheoriesthatarerelevanttotheuseofeconomicincentivestomotivateworkersarerootedinTaylor'scientificmanagement,includingVroom'ExpectancyTheory,Herzberg'Two-FactorTheory,Skinner'ReinforcementTheory,andAdamsEquityTheory(Lawler,2000).Inaddition,thereisanabundanceofresearchstudiesthathavefocusedonperformance-basedpay,ofwhichthemostfamousaretheHawthorneStudies.EdwardE.Lawlerfurtheredtheevolutionofeconomicmotivationtheorywhenheproposedthatemployeesperformathigherlevelswhentheirpayisrelatedtoperformance(1966&1971)andconductedstudiestodemonstratethatemployeesperformathigherlevelswhenpayisrelatedtoperformance(Cammann&Lawler,1973).Ithasbeenduringthepastfourdecadesthatpaysatisfactionhasbecomeanintensiveareaofinquiry.Earlypaysatisfactionresearchfocusedontheantecedentsofpaysatisfaction,andthisfocusresultedinseveraltheoreticalmodelsofpaysatisfaction(e.g.,Lawler,1971).ThedevelopmentofthePaySatisfactionQuestionnaire(PSQ)byHeneman&Schwab(1985)ledtoconsiderableinterestinthemeasurementofpaysatisfaction,andresearchonthePSQ-dominatedpaysatisfactionresearchfromthemid-1980stothemid-1990s(Carraher&Buckley,1996;Judge,1993;Judge&Welbourne,1994;Mulvey,Miceli,&Near,1992;Orpen&Bonnici,1987).Furtherevidencehasindicatedthatpaydissatisfactionisrelatedtoreducedlevelsofperformance(e.g.,Bretz&Thomas,1992),aswellastoanumberofindicatorsofwithdrawal,suchaslateness(Koslowsky,Sagie,Krausz,&Singer,1997),turnoverandturnoverintentions(Sturman,Trevor,Boudreau,&Gerhart,2003),absence(Weiner,1980),andtheft(Greenberg,1993).AsHeneman&Judge(2000)concluded,"Researchhasunequivocallyshownthatpaydissatisfactioncanhaveimportantandundesirableimpactsonnumerousemployeeoutcomes,"(p.85).Tominimizeturnover,retainthemosthighlyskilledemployees,andimproveemployees'contributionstotheorganization,itisimportantthatemployersunderstandhowbesttopaytheiremployeesinordertooptimallysatisfyandmotivatethem(Lawler,2003&2005).Sinceagoodworkerwilldefinewhatheorsheisworthandwillgowhereheorshewillgetpaidthatamount,managementcansetupthepaysystemtoattractthebestworkersandcausethoseworkerstobehighlymotivatedaswellashighlyproductive(Sturman,Cheramie,&Cashen,2005).Animportantaspectofdesigningasuccessfulpaysystemisdeterminingtheappropriatecriteriatouseln1997,AminuMammanstudiedAustralianindustrybyconductingresearchthatexploredemployees’attitudestowardsomeofthekeycriteriathatusuallydeterminespay.Forhissamplingframe,Mammans(1997)researchprovedconclusivelythatanemployee'choiceofpaycriteriaisafunctionoffactorssuchaseducationandage.In1999,JamesMirabellaexpandedoMammansresearchbystudyingAmericanemployees,andhisresearchconfirmedMammansconclusionsoutsidetheboundariesofAustralia.ThisresearchstudyproposestofurtherinvestigatethechoiceofpaycriteriabyAmericanemployeesinthe21stcentury,especiallyconsideringchangesinworkers’attitudesresultingfromeventssincetheturnofthecentury.Sincetheyear2000,numerousevents,suchastheterroristattacksof9/11,thebankruptcyofnumerouslargecorporations,lay-offs,anddownsizinghavecausedconditionsinthebusinessenvironmenttobecomemoreandmoreunstable(Bateman&Snell,2004).Theseunstableandhighlydynamicconditionshaveresultedinnumerouscorporationsseekingthemostoptimalwaytooperate,includinghowtoappropriatelycompensateemployeeswhileminimizingcosts(Lawler,2003&2005).Ifemployerswanttooptimallysatisfyandmotivateemployeeswithapaysystem,managersneedtounderstandtheattitudesandpreferencesofemployeesregardingthecriteriausedtodeterminedpaysystems.StatementoftheProblemNumerouspreviousstudieshaveresearchedtherelationshipbetweenvariouspaysystemsandtherelativeimpactonpaysatisfactionoroverallemployeesatisfaction(Currall,Towler,Judge,&Kohn,2005).Empiricalresearchstudieshavedemonstratedthatmanypeopleprefertouseperformanceasabasisforrewardingothers(Dyer,Schwab,&Theriault,1976;Fossum&Fitch,1985;Heneman,1984;Heneman&Judge,2000).Otherresearchersdemonstratedthatthepreferencetohavepaycontingentonperformanceisaffectedbyseveralfactors,includingemployeeability(Farh,Griffeth&Balkin,1991;Sturmanetal,2005),age(Mamman,1997;Mirabella,1999),education(Mamman,1997;Mirabella,1999),andtenure(Dyer&Theriault,1976;Dyer,Schwab&Theriault,1976;Schwab&Wallace,1974).Manyfactorshavebeenanalyzedtoassesstheirinfluenceonpaysatisfaction,includingqualityofjobperformance(Lawler,1966),gender(Lawler,1971),skilllevelandtraining(Mamman,1990),jobresponsibility(Mamman,1990),mentaleffortandphysicaleffort(Mamman,1990).Despitetheoverwhelmingresearchonpaysystems,oneareathathasgeneratedlimitedresearchhasbeenemployeespreferencesforthecriteriausedinthesepaysystems.InastudyconductedinAustralia,AminuMamman(1997)exploredthesimilaritiesanddifferencesinemployees’attitudestowardsomeofthekeycriteriathatusuallydeterminepay.In1999,JamesMirabellaconfirmedMammansconclusionsregardingemployees’preferencesforpaycriteriaandconcludedthatAmericanandAustralianworkershadsimilarattitudestowardpaysystemdeterminants.Yet,theseresultsmightnotholdtrueforAmericanworkerssincetheturnofthe21stCenturyasaresultofnumerousevents,suchastheterroristattacksofSeptember11,2001andsubsequentterroristactivities,increasedunemployment,andcompaniesrelyingmoreheavilyonconsultantsthanfull-timeemployees.Alloftheseeventshavecreatedanincreasedsenseofuncertaintyinemployeesandinstabilityinthebusinessenvironment(Bateman&Snell,2004;Caudron,2002).Therefore,itimportantformanagerstoemployeepeoplethatenhancethefirmsopportunitiesforachievingcompetitiveadvantage,andakeytorecruitingandretaininggoodemployeesistodesignthemostappropriatepayplan(Sturmanetal.,2005).RecentEventsSignificantlyInfluencingEmployeesSincetheterroristattacksontheWorldTradeCentertowers,therehasbeenashiftinattitudesandbehaviorsofworkersacrossAmerica(Kondrasuk,2004).Theeventsof9/11resultedinnumerousfactorsthathaveincreasedthestresslevelofAmericanworkers(Leonard,2002).Theincreasedlevelofstressexperiencedbyworkersandtheunderstandingthatthereispotentialforactsofterrorisminthefuturehavecausedaparadigmshiftintheattitudesofemployees(Kondrasuk,2004;Leonard,2002).Infact,workershavedemonstratedahigherlevelofworkforcecommitmentsincetheattacks(Caudron,2002).Thisshiftinemployeesattitudesmayincludechangesintheirchoiceofcriteriausedinpaysystems.Inthe1990s,itwascommonplaceforworkerstotakenewpositionswithdifferentorganizationsonafrequentbasis,simplyforincreasedpayand/orbenefits(Bateman&Snell,2004;Lawler,2001;Robbins,2004).Sincetheeventsof9/11,thistrendhasdecreasedandemployeesaremorecommittedtotheirjobandtheorganization(Caudron,2002;Kondrasuk,2004)."Now54percentofworkerssaytheywouldremainwithorganizationsevenifofferedasimilarjobwithslightlyhigherpayelsewhere,'(Caudron,2002,p.26).Theconceptofremainingwithanorganizationratherthanjumpingfromonejobtoanotherisalargeshiftinthemindsetofemployees(Kondrasuk,2004).Changesinthemindsetofemployeesmaybemanifoldandcouldincludethecriteriathatareusedindeterminingtheirpay.Humanresources(HR)managersmustbepreparedtodealwiththesepost-9/11attitudesofemployeesregardingcompensationandperformance(Lincoln,2002).Thus,continuedinvestigationintoemployeepreferencesforpaysystemdeterminantsisanecessityinordertoprovidemuchneededinformationtoHRmanagers.UnemploymentAnotherfactorthathasalsoalteredtheattitudesandbehaviorsofemployeesisunemployment,resultingfromcompaniesgoingbankrupt,downsizing,orreplacingfull-timeemployeeswithconsultants(Bateman&Snell,2004;Lawler,2003).Fromtheyear2000tothemiddleof2005,theunemploymentrateincreased2%(NationalBureauofLabor,2005).Startingin1999,numerouscorporationshavedeclaredbankruptcy,andanincreasednumberoforganizationalrestructuringeffortshavebeenorientedarounddownsizingorhiringconsultantsratherthanfull-timeemployees(Lawler,2003&2005).Thesekindsofcorporateactionshaveadverselyaffectednumerouspeopledirectlyandindirectly(Lawler,2005).Thosedirectlyaffectedhavelosttheirjobsandthoseindirectlyaffectedmayexhibitsurvivorsyndrome.Survivor'ssyndromeoccursasaresultofemployeesstrugglingwithheavierworkloads,wonderingiftheywillloosetheirjobs,tryingtofigureouthowtosurvive,losingcommitmenttothecompanyandfaithintheirbosses,andbecomingnarrow-minded,self-absorbed,andrisk-adverse(Bateman&Snell,2004).Allthesechangeswithintheworkplacehavecreatedasenseoffearanduncertaintyinemployeesthatmayresultinthemviewingcompensationinagreatlydifferentway(Milkovich&Newman,2005).Furthermore,thisshiftinemployeeattitudessincetheyear2000mayplayanimportantroleinthechoiceofpaycriteriapreferredbyworkers,andisthefocusofthisstudy.PreferencesforPaySystemsSomestudiesfocusedonthechoiceofpaycomparisons(Goodman,1974),whileothersfocusedonthethresholdofameaningfulpayincrease(Krefting&Mahoney,1977)orpaysystemadministration(Dyer&Theriault,1976;Lawler,1971),andafewevenfocusedonthecriteriauponwhichrecipientsprefertobepaid(Dyeretal.,1976;Mamman,1997;Mirablla,1999).Severalstudieshaveshownthateventhoughperformancehasbeenshowntohavethelargestimpactonpaysatisfaction,itwasrecognizedthatanumberofnon-performancerelatedfactorsalsoinfluencepaysatisfaction(Fossum&Fitch,1985).Afterdecadesofresearch,expertscontinuetounderscoretheimportanceoflinkingpaysystemstomeetingorganizationalobjectives(Lawler,2000&2004;Milkovich&Newman,2005).Researchershavefoundthatemployeesprefertheirpaytobedeterminedfirstandforemostbyperformance,butthispreferenceiscontingentonmanyfactors(Lawler,1995&2000).Highlyskilledemployeestendtopreferperformance-basedpaymorethanlow-skilledemployees(Lawler1995).Additionally,therearemanynegativesideeffectsofindividualizedpay-for-performanceplans(Cox,2000).Thesenegativeeffectsincluderestrictingoutputduetoperceptionsofpossiblesocialrejectionbypeersandofpossiblelayoffsduetorunningoutofwork(Bateman&Snell,2004;Farr,1976).Lawler(1973)demonstratedthatgroupincentiveplansgenerallyavoidthesesideeffectsandmaydoabetterjoboftyingrewardstoperformance.Finally,employees'preferencesforpaysystemdeterminantswillbeinfluencedbyequitytheory,suchthatsatisfactionwiththepaysystemwillbedeterminedbyacomparisonwiththecompensationreceivedbyothers(Milkovich&Newman,2005;Sweeney&McFarlin,2005).Equitytheoryimpliesthatsatisfactionwithpayiscontingentonemployeesperceptionsregardingthefairnessoftheircompensationincomparisontotheirrole/positionintheorganizationandthatofothersintheorganization(Lawler,2000).Therefore,choiceofpaysystemsbyemployeesisdependentontheirpreferencesforthecriteriausedtodeterminepayandtheirperceptionsofthepaysystem?hepaydeterminantspreferredbyvariousemployeeswillvarywiththeirbackgrounds(Mamman,1997;Milkovich&Newman,2005),andthisfactneedstobeincorporatedintopaysystems.ConclusionsonPaySystemChoicesUtilizingavoluntarychoiceofpayplansbindsemployeestotheirchoicesandresultsinacommitmenttotheorganization(Curralletal.,2005;Lawler,2003).Studentsubjectsselectedrewardschemesbasedontheirpriorperformance,eventhoughnoneofthesubjectswerepaidonperformance(Chow,1983).Asmanystudieshaveshown,allowingindividualstochoosetheirpayplansprobablywillincreasethelikelihoodthattheyattainthegoalsthatareneededtogetthepay(Lawler,2000&2003).Takeninitsentirety,researchindicatesthatindividualswillfollowVroom'sexpectancytheoryandmaximizeexpectedrewardsbyrationallychoosingamongalternatives(Vroom,1964).Furthermore,whenfacedwithadecisiontochooseamongdifferentrewardplans,itisanticipatedthatindividualswillchoosethealternativethatyieldsmaximumexpectedrewardsorminimumexpectedcosts(Houseetal.,1974).Thus,employeeswithhighself-perceivedabilitylevelswouldbeexpectedtopreferplansthatdistributerewardsbasedonperformance,whileemployeeswithlowself-perceivedabilitywouldbeexpectedtochoosetime-basedrewardplans(Cox,2000;Farhet.al.,1991;Robbins,2004).中文译文:员工对薪酬体系标准的偏好：薪酬体系的调查问题产生的背景随着二十一世纪的发展，组织面临着充满激烈竞争的环境，以及最近发生的一些事件，如D的失败，911恐吓袭击，使许多公司减小规模、裁员，或者减少员工补贴。包括时代，旧M,花旗集团，美国电话电报公司，柯达，固特异，埃克森，施乐，天合，通用等（贝特曼和斯内尔，2004;劳勒，2005）。因此，保留最好的员工和招到最有潜力的员工，对企业的生存和成功至关重要（劳勒，2003和2005）。奖励机制有助于实现吸引、激励和保留员工的策略目的，但是决定员工报酬的因素更为复杂（贝特曼和斯内尔，2004）。最早的生产报酬形式是食物、住宅和安全保障，这些都是生存的关键因素，但是货币制度的出现使工资成为最普遍的报酬形式，货币成为商品交换的中介。在许多地方，使用经济激励来激励员工非常普遍，也引起了许多预测和研究（米尔科维奇和纽曼，2005）。科学管理之父泰罗，在一百年前因普及使用金钱作为激励工具而闻名（贝特曼和斯内尔，2004）。许多与使用经济性刺激来激励员工的理论都根源于泰罗的科学管理原理，包括弗洛姆的期望理论，赫茨伯格的双因素理论，斯金纳的增援理论以及亚当的公平理论（劳勒，2000）。止匕外，许多研究主要集中在绩效为基础的工资，其中最著名的是霍桑试验。在假定员工的工资与绩效挂钩而导致绩效水平提高的基础上，爱德华进一步研究了经济激励理论，并指导这一研究来证明当员工的工资与绩效挂钩时，绩效会更高（凯曼&劳勒，1973）。在过去的四十年里，薪酬满意度一直成为一个集中的咨询领域。早期的薪酬满意度研究集中在满意度的前身，得出了几个薪酬满意度的理论模型（例如，劳勒，1971）。由赫尼曼和施瓦布（1985）进行的薪酬满意度调查问卷（PSQ）的发展，引发了在二十世纪八十年代中期到九十年代中期对薪酬满意度衡量的广泛兴趣，以及对薪酬满意度调查问卷的研究（卡拉赫和巴克利，1996;贾奇，1993;贾奇和维尔伯恩，1994;毛利，米塞利和利尔，1992;奥彭和邦尼奇，1987）。一些论据进一步表明薪酬不满与绩效水平下降有关（例如，布雷茨和托马斯，1992）,也与其他不良行为有关，如迟到（科斯洛夫斯基，萨希，克劳兹和辛格，1997）,跳槽或者跳槽的意图（斯特曼，特雷弗，布德罗和格哈特，2003）,缺勤（韦，1980）和盗窃（格林伯格，1993）。正如赫尼曼和贾奇（2000）的结论，”研究明确地表明工资不满对员工的成果有着非常重要且不容乐观影响。”（第85页）。为了使流失率减少到最小，保留最有技能的员工，以及提高他们对组织的贡献，雇主必须了解如何最好地支付员工薪酬，来提高他们的满意度以激励他们（劳勒，2003和2005）。这一点显得非常重要。因为一位优秀的员工会明白自己的价值，愿意去那些能支付相应薪酬的公司，经理们可以通过设置薪酬机制来吸引最好的员工，使他们得到最好的激励以达到最好的生产力（斯特曼，彻米和卡中，2005）。设计一个成功的薪酬体系的一个重要方面是确定适当的使用标准。在1997年，阿米奴用曼研究了通过一项研究分析了澳大利亚的工业，这些研究用来探索员工对决定薪酬的一些关键标准的态度。在他的抽样中，马曼（1997）的研究表明员工对薪酬标准的选择受到教育和年龄等因素的影响。1999年，詹姆斯・米拉贝拉通过研究美国的员工拓展了马曼的研究，他的研究证实了马曼的结论不仅局限于澳大利亚。这项研究旨在进一步调查二十一世纪的美国员工对薪酬标准的选择，尤其考虑到员工的态度因世纪转折时期的一些事件之后而发生的变化。自2000年以来，一系列事件，如911恐怖袭击，许多大公司的破产、解雇、裁员等使商业界的情况越来越不稳定（贝特曼和斯内尔，2004）。这些不稳定且高度灵活的条件使许多公司去寻找更优的运作方式，包括如何在最小化成本的同时来适当地支付员工薪酬（劳勒，2003和2005）。如果老板想用薪酬机制最好地满足和激励员工，那么经理们必须了解员工关于决定薪酬机制的一些标准的态度和偏好。问题的陈述以前的许多理论研究了多种薪酬机制之间的关系以及他们对薪酬满意度和全体员工满意度的影响（科拉耳，陶勒，贾奇和科恩，2005）。经验研究证明了许多人喜欢将绩效当做奖励其他人的标准（戴尔，施瓦布和塞里奥尔特，1976;福萨姆和菲奇，1985;赫尼曼，1984;赫尼曼和贾奇，2000）。其他研究表明把薪酬取决于绩效的偏好受到几个因素的影响，包括员工的能力（樊景立，格里菲思和巴尔金，1991;斯特曼等人，2005）,年龄（马曼，1997;米拉贝拉，1999）,教育（马曼，1997;米拉贝拉，1999）和任期（戴尔和塞里奥尔特，1976;戴尔，施瓦布和塞里奥尔特，1976;施瓦布和华莱士，1974）。许多因素被用来分析以评估他们对薪酬满意度的影响，这些因素包括工作绩效的质量（劳勒，1966）,性别（劳勒，1971）,技能水平和培训（马曼，1990）,工作责任心（马曼，1990）以及精神和体力的努力程度（马曼，1990）。尽管有无数关于薪酬机制的研究，但在员工对薪酬机制标准的偏好这一领域研究成果很少。1997年，阿米奴用曼在澳大利亚进行了一项研究，探索了员工对决定工资的标准的态度的异同。1999年，詹姆斯・米拉贝拉证实了马曼关于员工在工资标准方面的偏好是正确的，并且他得出结论，继美国和澳大利亚的员工关于薪酬机制方面的态度有许多相似之处。但是，这些结果可能不再适合美国员工了，因为在二十一世纪的转折时期，发生了许多事件，如2001年911和其他许多恐怖事件，不断增加的失业，公司更加依赖于临时工而不是全职工人。这些导致了员工的不确定性和商业环境的不稳定（贝特曼和斯内尔，2004;科德龙，2002）。因此，经理们招到那些能提高公司获得竞争优势的机会的员工非常重要，招到和保留优秀员工的关键是设计合理的薪酬计划（斯特曼等人，2005）。近期对员工影响很大的事件自从恐怖分子袭击了世贸大楼以后，美国各地工人的态度和行为都发生了许多转变（孔德拉苏克，2004）。911事件的发生导致了增加美国人压力的因素（伦纳德，2002）。工人压力的增加以及他们感觉在未来随时有可能遭受恐怖袭击，这种心理使员工的态度发生了显著的变化（孔德拉苏克，2004;伦纳德，2002）。实际上，自从袭击后，工人有了更高的工作动力承诺（科德龙，2002）。员工态度的这些转变可能包括对工资机制中所使用的标准的选择。在二十世纪九十年代，员工在不同的公司间跳槽是非常普遍的事情，只是为了提高薪酬和/或福利（贝特曼和斯内尔，2004;劳勒，2001;罗宾斯，2004）。从911事件后，这种趋势减少，且员工更加忠于他们的工作和公司（科德龙，2002;孔德拉苏克，2004）。“现