全面薪酬研究述评与展望:要素演变、理论基础与研究视角
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摘要
全面薪酬是一种综合性整体薪酬设计系统,它能够更好地满足员工的多方面需求,具有更强的激励作用。本文首先对全面薪酬的起源、构成要素、概念内涵、理论基础进行了总结提炼;然后从组织视角对全面薪酬研究成果进行了梳理,并归纳出现有研究框架,发现现有研究主要从组织管理视角研究全面薪酬设计的影响因素及作用机理,以此为依据优化设计组织的全面薪酬体系;接下来指出对全面薪酬的研究呈现从组织视角向个体视角转变的趋势,并梳理了从管理者和员工个体视角进行的初步探讨;最后提出了全面薪酬研究的未来框架,指出未来的研究趋势是从员工和管理者个体视角探索个人特质、领导方式、文化等对员工在组织既有全面薪酬框架下获得的全面薪酬结构和水平的影响及其作用机理。
With the transformation of human cognition in theory and practice, the individualized needs of "Intellectual" have prompted organizations to evolve from traditional compensation management to total rewards management.First of all, this paper summarizes and refines the origin, components, concept connotation and theoretical basis of total rewards. It is found that the academic community constantly gives the elements of total rewards a new connotation and expands total rewards according to the constant changes in the perception of employees' human needs. The measurement research and practice tests are conducted continuously in the meantime. The theoretical basis of total rewards is mainly reflected in the motivation theories whose core element is how to design effective total rewards content and level to meet the actual needs of employees.Secondly, according to the organization's human resource management objectives, the theoretical and practical circles mainly study the impact of the components of total rewards on employee retention,employee attraction and employee engagement from the perspective of organizational management.After reviewing the above research results and summarizing the existing research frameworks of total rewards, this paper finds that the existing research mainly studies the influencing factors and mechanisms of the total rewards system design from the perspective of organizational management, and optimizes the total rewards system based on the above influencing factors and mechanisms. With the deepening of the total rewards research in the theoretical and practical circles, some research results have initially involved total rewards research from the perspective of managers and employees.However, these studies are scattered and do not form a systematic and clear research framework. It can be seen that the research on total rewards in the theoretical and practical circles shows a trend of changing from an organizational perspective to an individual perspective.Finally, based on the trend of total rewards research perspective, this paper points out that the future research trend of total rewards is to explore the impacts and mechanisms of personal traits, leadership style, culture and other factors on the total rewards structure and level of employees in the organization's total rewards framework from the perspective of employees and managers. Furthermore, this paper proposes a future research framework for total rewards from an individual perspective, and summarizes the future research focus of total rewards which includes three aspects: Firstly, the employee personality characteristics affect the long-term and short-term total rewards structure and level. Secondly, the manager's personality characteristics and leadership style affect the long-term and short-term total rewards structure and level of employees. Thirdly, it combines Chinese local culture and organizational situation to study the total rewards structure model of Chinese employees and its influencing factors.Through the above research, it provides a reference for the organization of total rewards management,managerial personal traits and leadership style improvement, and employee personal traits and behavior improvement, so that employees can feel fairness and incentives to effectively achieve human resource management goals.
With the transformation of human cognition in theory and practice, the individualized needs of "Intellectual" have prompted organizations to evolve from traditional compensation management to total rewards management.First of all, this paper summarizes and refines the origin, components, concept connotation and theoretical basis of total rewards. It is found that the academic community constantly gives the elements of total rewards a new connotation and expands total rewards according to the constant changes in the perception of employees' human needs. The measurement research and practice tests are conducted continuously in the meantime. The theoretical basis of total rewards is mainly reflected in the motivation theories whose core element is how to design effective total rewards content and level to meet the actual needs of employees.Secondly, according to the organization's human resource management objectives, the theoretical and practical circles mainly study the impact of the components of total rewards on employee retention,employee attraction and employee engagement from the perspective of organizational management.After reviewing the above research results and summarizing the existing research frameworks of total rewards, this paper finds that the existing research mainly studies the influencing factors and mechanisms of the total rewards system design from the perspective of organizational management, and optimizes the total rewards system based on the above influencing factors and mechanisms. With the deepening of the total rewards research in the theoretical and practical circles, some research results have initially involved total rewards research from the perspective of managers and employees.However, these studies are scattered and do not form a systematic and clear research framework. It can be seen that the research on total rewards in the theoretical and practical circles shows a trend of changing from an organizational perspective to an individual perspective.Finally, based on the trend of total rewards research perspective, this paper points out that the future research trend of total rewards is to explore the impacts and mechanisms of personal traits, leadership style, culture and other factors on the total rewards structure and level of employees in the organization's total rewards framework from the perspective of employees and managers. Furthermore, this paper proposes a future research framework for total rewards from an individual perspective, and summarizes the future research focus of total rewards which includes three aspects: Firstly, the employee personality characteristics affect the long-term and short-term total rewards structure and level. Secondly, the manager's personality characteristics and leadership style affect the long-term and short-term total rewards structure and level of employees. Thirdly, it combines Chinese local culture and organizational situation to study the total rewards structure model of Chinese employees and its influencing factors.Through the above research, it provides a reference for the organization of total rewards management,managerial personal traits and leadership style improvement, and employee personal traits and behavior improvement, so that employees can feel fairness and incentives to effectively achieve human resource management goals.
引文
[1]白贵玉,罗润东.知识型员工福利激励与创新绩效关系研究[J].山东社会科学,2016,(5):175-179.
[2]丁明智,张正堂,程德俊.薪酬制度分选效应研究综述[J].外国经济与管理,2013,(7):54-62.
[3]梅春,赵晓菊.薪酬差异、高管主动离职率与公司绩效[J].外国经济与管理,2016,(4):19-35.
[4]谭春平,景颖,王烨.员工的随和性会降低全面薪酬水平吗?——来自中国文化与组织情境下的实证检验[J].上海财经大学学报,2018,(4):63-77.
[5]谭春平,景颖.基于二维点阵的企业绩效评价体系研究[J].统计与信息论坛,2018,(10):97-106.
[6]文芳,汤四新.薪酬激励与管理者过度自信——基于薪酬行为观的研究[J].财经研究,2012,(9):48-58.
[7]张勇,杨招军.管理者特质下的内生化薪酬设计[J].系统工程,2017,(2):25-29.
[8]Ahmed M, Ahmed A B. The impact of indirect compensation on employee performance:An overview[J]. Public Policy and Administration Research,2014, 4(6):27-31.
[9]Armstrong M, Brown D, Reilly P. Increasing the effectiveness of reward management:An evidence-based approach[J].Employee Relations,2011, 33(2):106-120.
[10]Best S. The U. S. gig economy:Economic imposition or economic choice?[J]. The Business and Management Review,2017,8(4):60-67.
[11]De Stefano V. The rise of the “Just-in-time workforce”:On-demand work, crowdwork, and Labour protection in the “gigeconomy”[J]. Comparative Labor Law and Policy Journal,2016, 37(3):461-471.
[12]Garg P, Rastogi R. New model of job design:Motivating employees’ performance[J]. Journal of Management Development,2006, 25(6):572-587.
[13]Gulyani G, Sharma T. Total rewards components and work happiness in new ventures:The mediating role of work engagement[J]. Evidence-based HRM:A Global Forum for Empirical Scholarship,2018, 6(3):255-271.
[14]Hagel J. Talent:A battle on two fronts[J]. Journal of Accountancy,2012, 214(3):20-21.
[15]Hoole C, Hotz G. The impact of a total reward system of work engagement[J]. SA Journal of Industrial Psychology,2016,42(1):1-14.
[16]Le K, Donnellan M B, Conger R. Personality development at work:Workplace conditions, personality changes, and the corresponsive principle[J]. Journal of Personality,2014, 82(1):44-56.
[17]Lockwood N R. Talent management:Driver for organizational success[J]. SHRM Research Quarterly,2006, 51(6):1-11.
[18]Lyons F H, Ben-Ora D. Total rewards strategy:The best foundation of pay for performance[J]. Compensation&Benefits Review,2002, 34(2):34-40.
[19]Mabaso C M, Dlamini B I. Total rewards and its effects on organisational commitment in higher education institutions[J]. SA Journal of Human Resource Management,2018, 16(1):169-177.
[20]Msisiri P R, Juma D. Relationship between non-financial rewards and retention of employees in banking industry:Case of commercial rural development bank-Arusha Tanzania[J]. International Journal of Economics and Finance,2017, 6(2):1-37.
[21]Nazir T, Shah S F H, Zaman K. Literature review on total rewards:An international perspective[J]. African Journal of Business Management,2012, 6(8):3046-3058.
[22]Pregnolato M, Bussin M H R, Schlechter A F. Total rewards that retain:A study of demographic preferences[J]. SA Journal of Human Resource Management,2017, 15(1):1-10.
[23]Ram P, Prabhakar G V. The role of employee engagement in work-related outcomes[J]. Interdisciplinary Journal of Research in Business,2011, 1(3):47-61.
[24]Rode J C, Arthaud-Day M L, Mooney C H, et al. Ability and personality predictors of salary, perceived job success, and perceived career success in the initial career stage[J]. International Journal of Selection and Assessment,2008, 16(3):292-299.
[25]Smit W, Stanz K, Bussin M. Retention preferences and the relationship between total rewards, perceived organisational support and perceived supervisor support[J]. SA Journal of Human Resource Management,2015, 13(1):1-13.
[26]Spurk D, Abele A E. Who earns more and why? A multiple mediation model from personality to salary[J]. Journal of Business and Psychology,2011, 26(1):87-103.
[27]Steinberger B Z. Redefining “employee” in the gig economy:Shielding workers from the Uber model[J]. Fordham Journal of Corporate&Financial Law,2018, 23(2):577-596.
[28]Stone D N, Bryant S M, Wier B. Why are financial incentive effects unreliable? An extension of self-determination theory[J].Behavioral Research in Accounting,2010, 22(2):105-132.
[29]Sutin A R, Costa Jr P T, Miech R, et al. Personality and career success:Concurrent and longitudinal relations[J]. European Journal of Personality,2009, 23(2):71-84.
[30]Turnea E S. What we expect and what we get? Total rewards for potential employees[J]. Procedia-Social and Behavioral Sciences,2018, 23(8):81-86.
[31]Umarani M B. Employer branding:A strategic tool to attract, recruit and retain talented staff[J]. International Journal of Innovative Research and Development,2013, 2(1):17-32.
[32]Wamweru T J, Makokha S. Relationship between total reward management systems and employee engagement:A case study of bamburi cement limited, Kenya[J]. Journal of Human Resource and Leadership,2018, 3(1):29-51.
[33]Zingheim P K, Schuster J R. Developing total pay offers for high performers:Recruiting and retaining employees who perform in the top 20%require astute management from total rewards professionals[J]. Compensation&Benefits Review,2008, 40(4):55-59.
[2]丁明智,张正堂,程德俊.薪酬制度分选效应研究综述[J].外国经济与管理,2013,(7):54-62.
[3]梅春,赵晓菊.薪酬差异、高管主动离职率与公司绩效[J].外国经济与管理,2016,(4):19-35.
[4]谭春平,景颖,王烨.员工的随和性会降低全面薪酬水平吗?——来自中国文化与组织情境下的实证检验[J].上海财经大学学报,2018,(4):63-77.
[5]谭春平,景颖.基于二维点阵的企业绩效评价体系研究[J].统计与信息论坛,2018,(10):97-106.
[6]文芳,汤四新.薪酬激励与管理者过度自信——基于薪酬行为观的研究[J].财经研究,2012,(9):48-58.
[7]张勇,杨招军.管理者特质下的内生化薪酬设计[J].系统工程,2017,(2):25-29.
[8]Ahmed M, Ahmed A B. The impact of indirect compensation on employee performance:An overview[J]. Public Policy and Administration Research,2014, 4(6):27-31.
[9]Armstrong M, Brown D, Reilly P. Increasing the effectiveness of reward management:An evidence-based approach[J].Employee Relations,2011, 33(2):106-120.
[10]Best S. The U. S. gig economy:Economic imposition or economic choice?[J]. The Business and Management Review,2017,8(4):60-67.
[11]De Stefano V. The rise of the “Just-in-time workforce”:On-demand work, crowdwork, and Labour protection in the “gigeconomy”[J]. Comparative Labor Law and Policy Journal,2016, 37(3):461-471.
[12]Garg P, Rastogi R. New model of job design:Motivating employees’ performance[J]. Journal of Management Development,2006, 25(6):572-587.
[13]Gulyani G, Sharma T. Total rewards components and work happiness in new ventures:The mediating role of work engagement[J]. Evidence-based HRM:A Global Forum for Empirical Scholarship,2018, 6(3):255-271.
[14]Hagel J. Talent:A battle on two fronts[J]. Journal of Accountancy,2012, 214(3):20-21.
[15]Hoole C, Hotz G. The impact of a total reward system of work engagement[J]. SA Journal of Industrial Psychology,2016,42(1):1-14.
[16]Le K, Donnellan M B, Conger R. Personality development at work:Workplace conditions, personality changes, and the corresponsive principle[J]. Journal of Personality,2014, 82(1):44-56.
[17]Lockwood N R. Talent management:Driver for organizational success[J]. SHRM Research Quarterly,2006, 51(6):1-11.
[18]Lyons F H, Ben-Ora D. Total rewards strategy:The best foundation of pay for performance[J]. Compensation&Benefits Review,2002, 34(2):34-40.
[19]Mabaso C M, Dlamini B I. Total rewards and its effects on organisational commitment in higher education institutions[J]. SA Journal of Human Resource Management,2018, 16(1):169-177.
[20]Msisiri P R, Juma D. Relationship between non-financial rewards and retention of employees in banking industry:Case of commercial rural development bank-Arusha Tanzania[J]. International Journal of Economics and Finance,2017, 6(2):1-37.
[21]Nazir T, Shah S F H, Zaman K. Literature review on total rewards:An international perspective[J]. African Journal of Business Management,2012, 6(8):3046-3058.
[22]Pregnolato M, Bussin M H R, Schlechter A F. Total rewards that retain:A study of demographic preferences[J]. SA Journal of Human Resource Management,2017, 15(1):1-10.
[23]Ram P, Prabhakar G V. The role of employee engagement in work-related outcomes[J]. Interdisciplinary Journal of Research in Business,2011, 1(3):47-61.
[24]Rode J C, Arthaud-Day M L, Mooney C H, et al. Ability and personality predictors of salary, perceived job success, and perceived career success in the initial career stage[J]. International Journal of Selection and Assessment,2008, 16(3):292-299.
[25]Smit W, Stanz K, Bussin M. Retention preferences and the relationship between total rewards, perceived organisational support and perceived supervisor support[J]. SA Journal of Human Resource Management,2015, 13(1):1-13.
[26]Spurk D, Abele A E. Who earns more and why? A multiple mediation model from personality to salary[J]. Journal of Business and Psychology,2011, 26(1):87-103.
[27]Steinberger B Z. Redefining “employee” in the gig economy:Shielding workers from the Uber model[J]. Fordham Journal of Corporate&Financial Law,2018, 23(2):577-596.
[28]Stone D N, Bryant S M, Wier B. Why are financial incentive effects unreliable? An extension of self-determination theory[J].Behavioral Research in Accounting,2010, 22(2):105-132.
[29]Sutin A R, Costa Jr P T, Miech R, et al. Personality and career success:Concurrent and longitudinal relations[J]. European Journal of Personality,2009, 23(2):71-84.
[30]Turnea E S. What we expect and what we get? Total rewards for potential employees[J]. Procedia-Social and Behavioral Sciences,2018, 23(8):81-86.
[31]Umarani M B. Employer branding:A strategic tool to attract, recruit and retain talented staff[J]. International Journal of Innovative Research and Development,2013, 2(1):17-32.
[32]Wamweru T J, Makokha S. Relationship between total reward management systems and employee engagement:A case study of bamburi cement limited, Kenya[J]. Journal of Human Resource and Leadership,2018, 3(1):29-51.
[33]Zingheim P K, Schuster J R. Developing total pay offers for high performers:Recruiting and retaining employees who perform in the top 20%require astute management from total rewards professionals[J]. Compensation&Benefits Review,2008, 40(4):55-59.