本书是一本英文影印删减版图书,原著一直是美国学术界和企业界极负盛名的薪酬管理著作之一。全书以薪酬模型和薪酬战略为核心,从内部一致性、外部竞争性、员工贡献、员工福利、薪酬拓展、薪酬管理六大领域,深入探讨了薪酬管理涉及的各个人力资源管理模块。 第13版是*版,紧跟薪酬管理研究前沿,全面展示了动态环境下薪酬在人力资源管理和企业战略中的重要作用,详尽介绍了薪酬管理理论和实践在全球的*发展,突出强调了总薪酬及其对获得可持续竞争优势的重要性。 本书非常适合用作高校本科生、研究生双语教学或全英教学用书,也适合实务界人士阅读和参考。

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 fo

第Ⅰ篇 引入薪酬模型和薪酬战略 第1章 薪酬模型 第2章 战略:决策的总体性 第Ⅱ篇 内部一致性:决定薪酬结构 第3章 内部一致性的界定 第4章 职位分析 第5章 基于职位的结构与职位评价 第6章 基于人的结构 第Ⅲ篇 外部竞争性:决定薪酬水平 第7章 竞争性的界定 第8章 设计薪酬水平、薪酬组合与薪酬结构 第Ⅳ篇 雇员贡献:决定个人报酬 第9章 绩效薪酬:理论与证据 第10章 绩效薪酬:计划的类型 第11章 绩效评价 第Ⅴ篇 雇员福利 第12章 福利的决定过程 第Ⅵ篇 薪酬制度的扩展 第13章 特殊群体的薪酬:高管和其他 第14章 工会在薪酬管理中的作用 第15章 国际化的薪酬制度 第Ⅶ篇 薪酬制度的管理 第16章 管理:让薪酬真正发挥作用