薪酬管理（英文版·第11版）（工商管理经典教材·人力资源管理系列；教育部高校工商管理类教学指导委员会双语教学推荐教材）pdf/txt下载_在线阅读全文

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内容简介

本书是一本英文影印版教材，原著是由美国康奈尔大学教授米尔科维奇领衔编著的一本经典教材，堪称“薪酬管理圣经”。
全书以薪酬模型为核心，以薪酬战略、薪酬技术和薪酬目标为导线，从内部一致性、外部竞争性、员工贡献和薪酬管理等四大领域，深入探讨了薪酬管理涉及的各个人力资源管理模块，全面展示了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。
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教材，也适合实务界人士阅读和参考。

教辅资源
本书配有丰富的教辅资源，包括PPT、教师手册、试题等，采用本书作教材的教师可登录www.rdjg.com或www.mhhe.com/milkovich11e下载。

作者简介

乔治米尔科维奇（George T. Milkovich）美国康奈尔大学劳动关系学院M.P. Catherwood荣誉退休教授。
杰里纽曼（Jerry M. Newman）美国纽约州立大学布法罗分校SUNY杰出教授。
巴里格哈特（Barry Gerhart）美国威斯康星大学麦迪逊分校商学院Bruce R. Ellig杰出讲席教授。

目　　录

第Ⅰ篇引入薪酬战略和薪酬模型

第1章薪酬模型
11薪酬：它很重要吗？(或者“那又怎样”？)
12薪酬：概念界定
13薪酬形式
14薪酬模型
15本书计划
16购者自慎——成为有判断力的消费者
第2章战略：决策的总体性
21战略的相似性与差异性
22战略选择

第Ⅰ篇引入薪酬战略和薪酬模型  
 
 
 
第1章薪酬模型  
11薪酬：它很重要吗？(或者“那又怎样”？)  
12薪酬：概念界定  
13薪酬形式  
14薪酬模型  
15本书计划  
16购者自慎——成为有判断力的消费者  
第2章战略：决策的总体性  
21战略的相似性与差异性  
22战略选择  
23支持经营战略  
24支持人力资源战略  
25薪酬模型指导战略薪酬决策  
26开发总体薪酬战略：四个步骤  
27竞争优势的源泉：三种检验  
28“最佳实践”与“最优匹配”  
29来自研究证据的指导  
210良性循环与恶性循环  
 
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  
31职位与薪酬  
32薪酬战略：内部一致性  
33不同组织的薪酬结构变化  
34影响内部薪酬结构的因素  
35设计内部薪酬结构的战略选择  
36来自研究证据的指导  
37薪酬结构的结果  
第4章职位分析  
41以职位或(和)人为基础的薪酬结构  
42以职位为基础的方法：最普通的方案  
43职位分析的程序  
44应该收集什么样的信息?  
45如何收集职位信息?  
46职位说明：对数据的总结  
47职位分析：必不可少还是徒劳无功？  
48职位分析与全球化  
49职位分析鉴定  
第5章基于职位的结构与职位评价  
51基于职位的结构：职位评价  
52职位评价的界定：内容、价值及外部市场联系  
53“如何做”：主要决策  
54职位评价方法  
55谁应该参与职位评价？  
56最终结果：结构  
57平衡混乱与控制  
第6章基于人的结构  
61基于人的结构：技能计划  
62“如何做”：技能分析  
63基于人的结构：胜任力  
64“如何做”：胜任力分析  
65再提一次：以人或职位为基础的结构中所反映的内部一致性  
66计划的管理和评估  
67内部结构中的偏见  
68理想的结构  
 
第Ⅲ篇外部竞争性：决定薪酬水平  
 
 
第7章竞争性的界定  
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A few books can change your life. Our book may not be one of them. However, if
you read it, you will better understand that pay matters. After all, you can’t pick up a
newspaper, power up a computer, or read a blog today without someone talking about
compensation. The Great Recession had major ramifications for pay. Some folks had
their hours cut and/or their pay frozen or reduced. Why? Because it’s a way to cut
compensation costs (though not necessarily the benefits portion of compensation
costs) without laying off workers. Others, of course, were laid off and lost their jobs,
income, and benefits. The recession also focused attention on executive compensation.
As the government bailed out the financial industry, newspapers were reporting large bonuses
going to the very employees who helped cause the financial disaster. With the end
of the recession, we have seen employers put less emphasis on cutting labor costs and
more emphasis on hiring (sometimes even in the United States). However, job growth
has been modest. Why? Employers have become increasingly careful about adding new
workers because they want to keep costs under control and they don’t want to have to reduce
the workforce if they guess wrong about increasing product demand (and the need
for more workers). But competition for some types of workers has increased and wages,
salaries, and benefits have likewise increased for such workers, meaning that employers
must continually evaluate and benchmark their pay to be competitive.
Pay also matters around the globe. For example, if you are a Russian cosmonaut,

A few books can change your life. Our book may not be one of them. However, if  
you read it, you will better understand that pay matters. After all, you can’t pick up a  
newspaper, power up a computer, or read a blog today without someone talking about  
compensation. The Great Recession had major ramifications for pay. Some folks had  
their hours cut and/or their pay frozen or reduced. Why? Because it’s a way to cut  
compensation costs (though not necessarily the benefits portion of compensation  
costs) without laying off workers. Others, of course, were laid off and lost their jobs,  
income, and benefits. The recession also focused attention on executive compensation.  
As the government bailed out the financial industry, newspapers were reporting large bonuses  
going to the very employees who helped cause the financial disaster. With the end  
of the recession, we have seen employers put less emphasis on cutting labor costs and  
more emphasis on hiring (sometimes even in the United States). However, job growth  
has been modest. Why? Employers have become increasingly careful about adding new  
workers because they want to keep costs under control and they don’t want to have to reduce  
the workforce if they guess wrong about increasing product demand (and the need  
for more workers). But competition for some types of workers has increased and wages,  
salaries, and benefits have likewise increased for such workers, meaning that employers  
must continually evaluate and benchmark their pay to be competitive.  
Pay also matters around the globe. For example, if you are a Russian cosmonaut,  
you can earn a bonus of $1,000 for every space walk you take (technically known as  
“extravehicular activity,” or EVA), up to three per space trip. A contract listing specific  
tasks to be done on a space mission permits you to earn up to $30,000 above the $20,000  
you earn while you are on the ground. (In contrast to the Russian cosmonauts, wealthy  
Americans are lining up to pay $15 million [plus an additional $20 million airfare] to the  
Russian Space Agency for their own personal EVA.) Conclusion: Pay matters.  
If you read this book, you will also better understand that what you pay for matters.  
Many years ago, when Green Giant discovered too many insect parts in the pea packs  
from one of its plants, it designed a bonus plan that paid people for finding insect  
parts. Green Giant got what it paid for: insect parts. Innovative Green Giant employees  
brought insect parts from home to add to the peas just before they removed them and  
collected the bonus.  
The Houston public school district also got what it paid for when it promised  
teachers bonuses of up to $6,000 if their students’ test scores exceeded targets. Unfortunately,  
several teachers were later fired when it was discovered that they had  
leaked answers to their students and adjusted test scores.  
Such problems are global. A British telephone company paid a cash bonus to operators  
based on how quickly they completed requests for information. Some operators discovered  
that the fastest way to complete a request was to give out a wrong number or—  
even faster—just hang up on the caller. “We’re actually looking at a new bonus scheme,”  
says an insightful company spokesperson. Conclusion: What you pay for matters.  
If you read this book, you will also learn that how you pay matters. Motorola  
trashed its old-fashioned pay system that employees said guaranteed a raise every six  
months if you were still breathing. The new system paid for learning new skills and  
working in teams. Sound good? It wasn’t. Employees resented those team members  
who went off for six weeks of training at full pay while remaining team members  
picked up their work. Motorola was forced to trash its new-fashioned system, too.  
Microsoft employees were also grumbling. More were leaving; top recruits were  
going elsewhere. The lackluster performance of Microsoft stock was depressing the  
value of the eye-popping stock options the company routinely doled out. What to do?  
Rather than stock options, Microsoft changed its pay system to give employees actual  
shares of stock with a value that was immediately known. This move increased the value  
of employees’ pay and eliminated the risk they faced from the stock performance. What  
did Microsoft get? Happier, more expensive people. No word yet on product innovation,  
customer satisfaction, or even quality of new hires. Conclusion: How you pay matters.  
We live in interesting times. Anywhere you look on the globe today, economic and  
social pressures are forcing managers to rethink how people get paid and what difference  
it makes. Traditional approaches to compensation are being questioned. But  
what is being achieved by all this experimentation and change? We have lots of fads  
and fashions, but how much of it is folderol?  
In this book, we strive to cull beliefs from facts, wishful thinking from demonstrable  
results, and opinions from research. Yet when all is said and done, managing compensation  
is part science, but also part art.  
ABOUT THIS BOOK  
This book is based on the strategic choices in managing compensation. We introduce  
these choices, real-world issues that managers confront from New York to New Zealand  
and all points between, in the total compensation model in Chapter 1. This model provides  
an integrating framework that is used throughout the book. Major compensation  
issues are discussed in the context of current theory, research, and practice. The practices  
illustrate new developments as well as established approaches to compensation decisions.  
Each chapter contains at least one e-Compensation box to point you to some of the vast  
compensation information on the Internet. Real-life Your Turn cases ask you to apply the  
concepts and techniques discussed in each chapter. For example, the Your Turn in Chapter 9  
draws on Professor Newman’s experience when he worked undercover for 14 months in  
seven fast-food restaurants. The case takes you into the gritty details of the employees’  
behaviors (including Professor Newman’s) during rush hour, as they desperately work to  
satisfy the customers’ orders and meet their own performance targets set by their manager.  
You get to recommend which rewards will improve employees’ performance (including  
Professor Newman’s) and customers’ satisfaction. We tackle major compensation issues  
from three sides: theory, research, and practice—no problem can survive that onslaught!  
The authors also publish Cases in Compensation, an integrated casebook designed  
to provide additional practical skills that apply the material in this book. The casebook  
is available directly from the authors’ (e-mail: cases.in.compensation@gmail.com).  
Completing the integrated case will help you develop skills readily transferable to  
future jobs and assignments. Instructors are invited to e-mail for more information on  
how Cases in Compensation can help translate compensation research and theory into  
practice and build competencies for on-the-job decisions.  
 
But caveat emptor! “Congress raises the executive minimum wage to $565.15  
an hour,” reads the headline in the satirical newspaper The Onion (www.onion.  
com, “America’s Finest News Source”). The article says that the increase will help  
executives meet the federal standard-of-easy-living. “Our lifestyles are expensive  
to maintain,” complains one manager. Although the story in The Onion may clearly  
be fiction, sometimes it is more difficult to tell. One manager told us that when she  
searched for this textbook in her local bookstore, store personnel found the listing in  
their information system—under fiction!  
WHAT’S NEW  
All chapters have been revised. Each includes updated comparisons of the pay strategies  
or practices used in specific, named companies. Some of these are well established  
and successful (Apple, IBM, Microsoft, Merrill Lynch, Nucor, Toyota), some  
face real problems (American Airlines, Best Buy, General Motors), and others are  
using unique practices (Google, Whole Foods). This edition continues to emphasize  
the importance of total compensation and its relevance for achieving sustainable  
competitive advantage. It reinforces our conviction that beyond how much people are  
paid, how they are paid really matters. Managing pay means ensuring that the right  
people get the right pay for achieving objectives in the right way. Greater emphasis  
is given to theoretical advances and evidence from research. Throughout the book  
we translate this evidence into guidance for improving the management of pay. For  
example, Chapters 12 and 13 have been heavily revised, reflecting the warp speed  
changes in benefits practices. Every day some new benefit, or delivery system, is  
being proposed. Changes in medical coverage and the entire health-care industry are  
evolving at an increasing rate. Executives pay attention to these high-cost issues, so  
we introduce you to the main issues governing decision making. Chapters 1, 7, and  
16 consider the compensation issues faced by Apple in China, where most of its manufacturing  
is done (by its Taiwanese subcontractor, Foxconn). Chapters 1 and 2 also,  
for the first time, highlight Nucor, a manufacturing success story in the United States.

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薪酬管理（英文版·第11版）（工商管理经典教材·人力资源管理系列；教育部高校工商管理类教学指导委员会双语教学推荐教材）下载

薪酬管理（英文版·第11版）（工商管理经典教材·人力资源管理系列；教育部高校工商管理类教学指导委员会双语教学推荐教材）

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