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论文编号：	973
作者编号：	2120072080
上传时间：	2009/5/27 0:42:29
中文题目：	员工绩效薪酬的作用机理与管理特
英文题目：	The Research of Mechanism and
指导老师：	李新建
中文关键字：	员工绩效薪酬;薪酬管理;薪酬模式
英文关键字：	Pay for peroformance;Compensat
中文摘要：	20世纪80年代以来，员工绩效薪酬被认为是一种“提升组织竞争力的关键因素”而被美国和欧洲很多企业采用，成为激励员工努力和推进组织变革的一项有力工具。有很多研究者都提倡要将薪酬与绩效联系起来，认为员工绩效薪酬可以更好地激励和保留员工尤其是核心员工。但对员工绩效薪酬反对的呼声也甚嚣尘上，实践中也确实有许多企业的员工绩效薪酬实施效果不甚理想或违背初衷。而且差距较大的员工绩效薪酬的实施不仅会造成企业内部工资分配严重不均，还可能导致贫富差距过大，成为社会不稳定的因素。那么，作为一项比较流行的薪酬激励方式，员工绩效薪酬到底是否应该被采纳？它是否真能促进员工和组织绩效？其作用机理何在？实施过程中有何管理特征？无论是理论研究或企业实践，对这些问题都有进行探讨之必要。 国外对员工绩效薪酬的研究已经有较长时间，但国内目前还处于探索阶段，对员工绩效薪酬的作用机理和管理特征尚缺乏系统性研究。本研究主要采用文献研究法，在收集和整理了国内外若干核心与专业期刊上所公开发表的、有关薪酬管理尤其是员工绩效薪酬研究的论文和研究报告等文献的基础上，结合中国一些企业的实践，对员工绩效薪酬的作用机理、管理特征与实施环境进行较为全面和系统的分析。 本研究首先对员工绩效薪酬的内涵、性质与功能特征进行了系统分析，然后阐述了其主要形式与演变过程，总结出了员工绩效薪酬的理论基础，即从组织心理学、组织理论和经济学领域探寻员工绩效薪酬的影响因素、构建机理与实施效果。在理论分析和文献回顾的基础上，提炼出影响组织采用员工绩效薪酬及其实施效果的三项核心要素，包括组织战略、组织文化和组织工作特征等。且进一步总结了影响员工绩效薪酬能否达到理想管理效果的其它相关因素，主要有目标的难度和被认可度、员工能力与人格特征、薪酬组合、风险大小等。然后对员工绩效薪酬进行了分类，并探讨了各种不同类型的员工绩效薪酬在上述一系列因素的影响下的作用机理，主要包括奖励效应、分选效应和成本效应等。基于此深入分析了员工绩效薪酬实施过程中表现出来的管理特征与内在局限性，并根据其管理特征提出员工绩效薪酬应与三项核心适用条件相匹配，才能充分发挥其潜在优势和避免其潜在劣势。 最后得出以下结论：员工绩效薪酬不是万能的；员工绩效薪酬并不适合所有的时间、场合、工作与群体，应与组织战略、组织文化和组织工作特点等背景因素相匹配；员工绩效薪酬往往不能单独使用，必须与其它报酬工具相结合；企业应将多种形式的员工绩效薪酬予以组合使用，选择最适合自己的模式；企业在应用员工绩效薪酬的过程中，不仅要重视其奖励效应，还应综合考虑其分选效应和成本效应；员工绩效薪酬的设计不能一层不变，要不断摸索和反复试验，且应随着组织发展的需要进行适当的调整。
英文摘要：	Since 1980s，performance pay has been adopted by lots of American and European enterprises，considered a key factor of upgrading the competitiveness of organizations，and an effective motivator of stimulating staff’s efforts and accelerating organization’s change. Many researchers have advocated to link pay with performance，considering performance pay can better motivate and retain employees， especially key talents. But the voice of opposition to performance pay are also flying around，and indeed many companies have implemented performance pay less than ideal effect in practice. Also the high dispersion of performance pay will not only cause serious internal wage distribution inequality，but also may lead to too large gap between rich and poor，which would become a destabilizing element. Then，as a relatively popular way of pay incentives，performance pay should be adopted in the end？It promote staff and organizational performance really？What is its mechanism？Which are the management characteristics during the implementation process？For both theoretical research and business practice，these issues need to be explored. Regarding to the research on performance pay，domestic exploration is still in its initial stage，while foreign study are more detailed，but the management features and mechanism of pay for performance are still lack of systematic study. This study mainly uses the literature research，supplemented by case study. Through collecting and collating numbers of papers and research reports about compensation especially performancepay published on core and professional journals，this study has deeply analyzed the mechanism，management characteristics and the implementation environment of performance pay. In this study，firstly，introduced the connotation，the nature，and functional characteristics of pay for performance，and then elaborated on the main form and the evolution process，summed up the theoretical basis for performance pay from an organizational psychology，organization theory and economics view.Secondly，on the basis of the theoretical analysis and literature review，extracted the three core elements which impact the results of performance pay，including organizational strategies，organizational culture and organizational job characteristics. And further summed up other relevant factors of impacting the desired effect of performance pay， including the extent of the difficulty and recognition of main goals，employee ability and personality characteristics，pay mix，and risk.Thirdly，classified the pay for performance，and explored the mechanism of different types of performance pay， including incentive effect，sorting effect，and cost-effectiveness. Fourthly，analyzed the management features and inherent limitations of pay for performance，and then summed up three key factors that pay for performance must match to give full play to their potential advantages and avoid its potential disadvantage. Finally come to the following conclusions：Performance pay is not a panacea； performance pay does not fit all the time，occasion，work groups，it should be consistent with organizational strategy，organizational culture and organizational contextual factors；performance pay Can not often be used alone；various forms of performance pay should be used in combination；enterprises should not only pay attention to its incentive effect，but also consider its sorting effect and cost-effectiveness；the design of performance pay should change with time，it’s necessary to keep trial and error.
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