论文部分内容阅读
在企业当中,管理者常常遇到这样的困惑:不同职位的人员都说自己职位重要,究竟如何区分其对企业的重要性呢?同一职务级别对企业的价值都是一样的吗?企业的各种福利待遇同职务级别挂钩合理吗?等等。解决这些问题的方法就是岗位评估,衡量一个组织中不同职位之间相对价值,并在尽可能一致的条件下,系统地决定企业职位相对排序的过程,简单说就是通过一种评估方法把这些职位放入恰当的级别或层次的过程。打个比方,就是用一把统一的“尺子”来衡量各个岗位的相对价值,看你的价值到底有多大。这样一来,以科学的手段而不是拍脑袋的方式确定的薪酬体系,能最大程度的降低各个岗位的不公平感。
In the enterprise, managers often encounter such confusion: people in different positions say that their position is important, how to distinguish the importance of the enterprise? The same job level on the value of the enterprise are the same? Welfare benefits linked to the job level is reasonable? And so on. The solution to these problems is job evaluation, which measures the relative value of different positions within an organization and systematically determines the relative ranking of business positions, to the extent possible, by simply putting these positions in an assessment Put in the appropriate level or level of the process. For example, with a unified “ruler ” to measure the relative value of each post to see how much your value in the end. In this way, the salary system, which is determined by scientific means rather than brains, can minimize the unfairness of various posts.