我国酒店业薪酬管理存在的问题及对策毕业论文外文翻译资料.docx

我国酒店业薪酬管理存在的问题及对策毕业论文外文翻译资料.docx

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我国酒店业薪酬管理存在的问题及对策毕业论文外文翻译资料

洛阳理工学院毕业设计（论文）

外文翻译资料

系部：

  经济与工商管理系

专业：

  工商管理

学生姓名：

  张亚杰

班级学号：

  B09090522 

指导教师姓名：

 任焕琴   

指导教师职称：

  副教授

外文资料

Paymentmanagement

Sincetheendofthe20thcentury,theemergingneweconomyofthemodernenterprisehumanresourcesmanagement,includingthemanagementpaysahigherdemand.Economicglobalizationincreasingadaptability,innovationandcompetitiveness,therighttalentmanagementimposedaterriblepressure.Thevalueofexpertisewasrecognizedandintegratedintotheorganizationandday-to-daymanagementtocopewithpressure;uniqueintellectualcapitalasafactorofproduction,replacingwoodenside-by-sidehumancapitalintheindustry,thefinancialcapitalin1997.AllthesehavebusinessorpayManagementwillbringfundamentalchanges,whicharemainlyembodiedinthefollowingaspectsabuse.

Integrationintheglobaleconomy,trendsintheknowledge-basedeconomy,humanresourceshasbecometheorganizationtoacquireandmaintaincompetitiveadvantageinkeyelements.Sotalentcompetitionwillbeonaglobalscalebylaunchingmoreintense,withintheareaofhumanresourcesarethemostdirectconsequencesofthecontestistopaySlumps.Allcompetitorshadtopayishigherthantheaveragemarketpriceofthesalaries,resultinginhumanresourcesrollingrisingprices.Echoingthis,theprofitdistributionpatternwillhaveatremendoustransformation,knowledge-hasvalue,personnellaboristhevoiceofincreasinglystronggainswillbemorewidelysharedandnotoverlyconcentrated.Organizationofhumanresourcesmusttakeamoreseriousattitudeandgeneroustopaygreaterhumancapitalinvestment.

Traditionalworkingtheoryofvaluewillgraduallytothemarketvalueontransition.Relyontheworkofanalysisandcalculationofthevalueoftraditionalworkingpracticeswillbeatahigherlevel,paytoreflectmoreknowledgeofthedemandsofamarketeconomy,themanagementwillpaythecreationofadynamicanalysissystemtoadapttochangingmarketdemand.

Salariesandbenefitsdesign,designflexibilityandmulti-tracksystemwillbecomemorepopular,whichcontainstheruleswillbemorecomplicated."disintergrate"phenomenonwillbecomemorecommon.Thesalarymanagement,humandesigncolorswillbemoreconcentrated,deliveredpsychologicalprinciplesratherthanprinciplesofeconomicswillplayamoreimportantrole.Basedmainlyinthementalageoftheknowledgeeconomy,thepayisnotpurelyeconomicscalculation.Andevenmoreimportantlyisthepsychology.Themeaningwillpaymoreattentiontothevalueratherthantheeconomicvalue.

Tostockoptionsasthemainformofcapitalallocationinthefuturepeoplepaytheproportionwillcontinuetoexpand.Andbecomedominantpattern.Recently,someevenofferedtonaturalcapital,includingenvironmental,ecologicalandothernon-monetaryincentivesasameanstothemeans.

Onlineevaluationandonlinepaymentswillbepartoftheenterpriseshasbeenhighlyappreciated.WiththeadventoftheInternet,broadband,wirelesscommunicationsandtechnologicaldevelopment,people'sworkpatterns,staffandtheconceptofenterprisemodeofoperationwillchangeverymuch.WorkingFamilies,flexibleworksystemandvirtualenterpriseswillbecomeafashion,byapartofthecorporatebandwagon.Onlineassessmentandon-linepaymentwillbewidelyusedmanyenterprises.

Themeaningofcompensationandcompensationmanagement

SalariesandpaythecontentmanagementCompensationisthatthestaffturntowardstheorganizationstoprovidelabororservicesandaccesstovariousformsofrewardorreturn,isorganizationpaidtotheiremployeesofalllaborremuneration.Compensationmanagementistheprocessofenterprisemanagersreferstotheremunerationpaidstandardsofstaff,theleveloftheelementstodeterminethestructure,distributionandadjustment.Therespectoftraditionalcompensationmanagementismaterialreward,withlittleconsiderationonthebehavioralcharacteristicsofmanager;Moreovermoderncompensationmanagementshiftedthefocustothedevelopmentofhumanresourcesanduse,ittakestheprocessofmaterialrewardofmanagementandencouragingstaffcloselyfalltogether,turnintoaunifiedorganicwhole.

TheinfluencefactorsofCompensationmanagementModerncompensationmanagementresearchersfoundthattheimpactofthecompensationmanagementhavealotoffactors,whichcanbeprimarilysummedupinthefourfollowingfactors.

（1）ExternalenvironmentfactorsImpactingcompensationmanagementtotheexternalenvironmentfactorsincluding:

①Economicenvironment.Macroeconomicsituationanddevelopmenttrendwillaffectthehumanresourcespolicyformulationandadjustment.②Socialenvironment.Thechangeofsocialvalueswillleadtotheorganization'sstaffmentalitychanged:

Withthestaff'slevelofeducationandskillsenhancement,thecompensationsystemofenterprisesmustmakeouttheappropriateadjustmentsforemployeesofthesesocialchanges.③Politicalenvironment.Humanresourcesmanagementisalwaysacertainsocialandpoliticalconditionsfortheenvironment,mustreflectthespiritofcountry（enterprises）accordingtolaw.④Technologicalenvironment.Technologyenvironmentincludingthewholeprocessfromrawmaterialsandproductstothemarket.Intheprocessfromrawmaterialstotheproducts,anytechnologicalbreakthroughsandimprovements,andthestaffofenterpriseswillallhaveatremendousimpact,therefore,enterprisesmustcontinuouslyreformthecompensationsystem,tomobilizetheenthusiasmofkeypersonnel,theintroductionoftechnologyandretainthekeypersonnel,encouragetechnologicalinnovation,inordertogainthecompetitiveadvantagesoftechnology,talentandinnovationforenterprises.

（2）OrganizationinternalfactorsInfluencetheorganizationsofcompensationmanagementspecificinternalfactorsinclude:

thecompensationmanagementoffinancialcapability,humanresourcesandremunerationpolicies,thescaleofenterprises,thecultureofenterprises,thestructureofenterprises（orflat-leveltype）,andfacedlifecycleofthespecificstages.（3）WorkfactorsTheinfluenceofworkfactorsofcompensationmanagementspecificincluding:

workenvironment,laborintensity,andcomplexityoftheinitiative,andchallengesandsoon.（4）IndividualfactorsTheimpactofindividualactorsofcompensationmanagementincluding:

thelaborers’personalability,personality,charactertraitsandvalues,seniority,performance,experience,education,thedevelopmentpotential.Insummary,thepayisanintegratedwiththefourelementsharmonyofmanagement,environment,organizations,andindividuals,andcontinuouslytheprocessofeffectiveuse,inthisprocess,employeesgainedthesatisfactionandasenseofachievementonlaborrewardandjob,andorganizationswillcompleteitsgoals.

Thestructure,qualityandfunctionofcompensation,andthemotivationtheoryofcompensation.

Thestructure,qualityandfunctionofcompensation

ThestructureofcompensationCompensationisacomplexeconomicandsocialphenomenonfromdifferentanglescanperformvariousclassifications.Accordingtothemechanismofcompensation,itcandivideintointernalandexternalcompensation.

（1）InternalcompensationInternalcompensationmeansthestaffbyvirtueoftheirownhardworktogethonor,successandliability.Internalcompensationinclude:

participationinthedecision-makingrights,individualstoplaythepotentialjobopportunities,independenceandfreedomtoarrangetheirworkinghours,moreterms,moreinterestedinthework,personaldevelopmentopportunities,diversificationofactivities.

（2）ExternalcompensationExternalcompensationmeansenterprisesaccordingtothestaffforthesizeofcontributiontheymadeandthatpaidthevariousformsofincometothestaff.Itsspecificmanifestationsarevaried,includingwages,bonuses,benefits,allowancesandotherspecificforms:

①Wages.employeesaslongasworksinenterprises,wewillbeabletogetaregularfixedamountoflaborremuneration.Thenarrowwagespaidtoworkersrefertothemonetaryreward.Fromthemeaningofgeneralizedwages,includinglaborersmonetaryandalltheremunerationofnon-monetaryforms.Itisnowcommonlyreferredtowages,generallyreferstogeneralizedwages.Asthewagesofstaffbasiccompensation,thebasicamountfixed,itprovidesamorestablesourceofincometotheemployees,andmeettheminimumneedsoflifetostaff.②Incentives.Incentivesreferstotheorganizationtoprovidestaffwiththeeffortsbeyondthenormallabororlaborandcompensationpaidtoemployees,includingitsdividend,profitsharingandusuallyrefertothebonuscontent.③Welfare.Welfarealsohasbroadandnarrow,thebroadwelfareincludeswages.Thenarrowwelfarereferspaidtothestaffinadditiontowagesorsalariesandotherformsofremuneration,andmoretopayinPhysicalortheformofservices,suchassocialinsurance（lifeinsurance,unemployment,endowmentinsurance,etc.）thefreeanddiscountedofworkmeal,preferentialhousing,theprovisionoffreeorlow-pricedcanteensbathhouse,clubs,andsoon.④Subsidy.Subsidiesreferstothewageorsalaryofenterprisesdifficulttocomplete,accuratelyreflectthesituationorthespecialworkingconditionsofstaffandjobcharacteristicsandthespecificconditionsoftheadditionalpayandthecostoflivingpaidstaffcompensation.Thesecircumstancesare:

theworkingenvironmentisdetrimentaltostaffhealth;Theworkcausepossibilityoflargerharmtostaff;employeesinvolvedinthecommunityinsomeseeminglydecentworkandsoon.Peopleusuallyassociatedwiththeallowanceascompensation,andthecompe