在上面的例子中,公司总裁应该有保密的绩效和薪酬政策,并直接告诉管理人员他的薪酬将与其他员工的薪酬一起评估。
In the example above, the CEO should have had an airtight performance and compensation policy and simply told the executive that his compensation would be evaluated with everyone else's.
从胜任力提出到现在,就一直作为人力资源管理的基本,为人才的招聘、选拔、培训、绩效和薪酬管理提供了一个有效的保障。
From the competency proposed as the human resources management foundation, it has provided an effective safeguard for the employment, select, training, achievements and salary of talented persons.
普费弗(Pfeffer)和萨顿(Sutton)分析了试图通过提供薪酬激励提高绩效的多数措施,并得出一个类似的结论。
Pfeffer and Sutton come to a similar conclusion about most efforts to boost performance by creating pay incentives.
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