了解薪酬满意度：酬劳系统落实的限制【外文翻译】.doc

外文翻译 原文 Understanding pay satisfaction:the limits of a compensation system implementation MaterialSource:Journal of business and psychology Author: FrederickP.Morgeson Interventions aimed at altering employee satisfaction with compensation systems take many forms. In particular,job evaluation has be come a popular method for determining organizational compensation levels (McCormick, 1979;Milkovich Ne- wman,1993). The goal of this procedure is to develop an internally consistent job hierarchy in order to achieve a pay structure acceptable to both management and labor (Ger- hartMilkovich,1992;MilkovichNewman,1993).One of the most common methods of conducting job evaluation involves determining a set of compensable factors, numerically scaling them,assigning weights in terms of their relative importance, and then applying them to a set of jobs based on a job analysis (Dove- rspike ,Carlisi,Barrett,Alexander, 1983).This process has been termed the point method of job evaluation (MilkovichNewman,1993). A key,but often implicit,goal of this method is to enhanc eemployee perceptions of pay satisfaction and pay fairness.However,we could find no empirical studies doc- umenting this effect in the research literature. To address this deficiency, the present s- tudy examines,in a quasi-experimental field study, the extent to which participation in the job evaluation process during a compensation system implementation influences pay satisfaction.To provide an understanding of why participation may influence pay satisfaction, we briefly review the job evaluation and fairness and participation literatures. JOB EVALUATION Job evaluation is a“generic term for a set of procedures that attemp to measure the organizational value or worth of a job for the purpose of scientifically establishing wage and salary rates”(Doverspike,Carlisi Barrett, Alexander,1983,p.476).While others define job evaluation in slightly different ways, all focus on systematic pro- cedures that establish diffe