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Mgt 431

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los métodos de compensación total de gerentes de recursos humanos se esfuerzan por adoptar estrategias que les permitan gestionar su trabajo con eficacia, como las fuerzas de la economía y la tecnología se enfrenta a cambios rápidos ya gran escala . Gerentes de recursos humanos, al igual que sus homólogos en marketing, finanzas, y la producción, desarrollar estrategias de recursos humanos que requieren la definición de los objetivos de rendimiento de mano de obra necesarios para apoyar la estrategia de la organización empresarial. Las implicaciones de recursos humanos de estos objetivos, incluyendo el diagnóstico de entorno interno y externo de la organización identificar los fuertes recursos humanos y debilidades en relación con estos objetivos y el diseño de la mezcla de políticas de recursos humanos y programas que se aprovechan las fortalezas y minimiza o debilidades corrige, tienen por objeto dar forma a una fuerza de trabajo se centró en los objetivos estratégicos de desempeño, capaces de alcanzarlos (Milkovich, y Broderick, 1989). A continuación se ofrecerá una visión general de análisis de las estrategias de compensación dentro de las organizaciones, incluyendo un análisis del impacto de los diversos métodos de compensación, programas de beneficios para los empleados y el salario y las estrategias de los beneficios de la administración relacionados con la cultura organizacional y el rendimiento. Compensación de Estrategias de Compensación y las estrategias de beneficio son herramientas que las organizaciones utilizan para pagar y que otorguen beneficios en los empleados de reconocimiento y recompensa por sus contribuciones hacia el éxito de la organización (Noé, Hollenbeck, Gerhart, y Wright, 2004). Algunos ejemplos incluyen la administración temporal de la licencia, el reparto de beneficios, planes de acciones, pago de incentivos, de salarios y administración de los salarios, los seguros y planes de jubilación. Para obtener una mejor comprensión de estos programas y cómo afectan a las organizaciones, es necesario echar un vistazo más de cerca los métodos de compensación y programas de beneficios. Una empresa tiene muchas opciones relativas a los métodos de compensación. La compensación no sólo afecta a la empresa, sino también a los empleados de los empleados y el futuro. Organizaciones de decidir la estructura de remuneración y compensación beneficios a los empleados sino que también debe considerar el impacto en sus ganancias y su capacidad para reclutar y retener a los empleados teniendo en cuenta la reacción de sus clientes. La compensación es una pieza fundamental para la estrategia de gestión de recursos humanos, porque es a la vez visible e importante para los empleados. Beneficios y salarios son los paquetes más grandes de compensación de una empresa puede ofrecer los empleados (Noé, Hollenbeck, Gerhart, y Wright, 2004). Gestión de recursos humanos puede tener en cuenta varios métodos de compensación tales como la tasa de pago del empleado, ya que se compara con las tasas del mercado. Por ejemplo, en función de lo competitivo que es el mercado de trabajo puede ser un factor determinante en la escala salarial de salario mínimo o para atraer a más personal calificado y con experiencia. Consideración de la contratación de trabajadores a tiempo parcial o empleados a tiempo completo, juega un papel importante en los métodos de reparación ya que las organizaciones sólo pueden ofrecer beneficios adicionales a los empleados a tiempo completo (Gross, 2000-2012). Otras consideraciones incluyen el nivel de riesgo requiere de los empleados, el grado de trabajo en equipo involucrados para tener éxito y la relación de los resultados financieros de la organización, ya que vincula el desempeño del personal. Pague estructura de ayuda a una organización alcanzar los objetivos relacionados con la motivación de los empleados, control de costos y la capacidad de atraer y retener el talento de los recursos humanos. Los dos aspectos importantes de la estructura de pago son: la estructura de puestos de trabajo y nivel salarial. La estructura del trabajo consiste en la remuneración relativa de puestos de trabajo diferentes dentro de la organización y establece las remuneraciones relativas entre las diferentes funciones y diferentes niveles de responsabilidad. El nivel salarial es la cantidad promedio de la organización paga por un trabajo particular, incluyendo sueldos, salarios y bonos (Noé, Hollenbeck, Gerhart, y Wright, 2004). Muchas organizaciones optar por pagar a sus empleados con un salario fijo o de ofrecer un salario más un bono de compensación de ventas o de producción. Un sueldo con o sin sacrificio, es considerado como un sistema de compensación atractiva en la que toma el riesgo individual no es recompensado que no sea a través de mejoras en el salario con la promoción profesional (Dwyer, 2009). Un sueldo proporciona un costo estable de hacer negocios, así como un ingreso estable para el empleado. Sin embargo, un bono es por lo general vinculada a una cifra de ingresos, la cuota de funcionamiento, o un blanco con poca relevancia para el empleado o la capacidad para llevar a cabo (Dwyer, 2009). Un inconveniente con el programa de gratificaciones pueden incluir la falta de motivación de rendimiento cuando el pago del bono se ajusta a pagar después de unos meses o menos. En algunos casos, el pago no se recibe si el empleado ya no trabaja por la empresa en el momento del pago. Otras organizaciones elegir un sistema de compensación de la comisión. Hay dos tipos, única comisión y el salario más la comisión. Comisión sólo permite a los empleados para hacer una cantidad ilimitada de ganancias en base a su rendimiento, pero el riesgo no reciben ningún tipo de compensación. Por otra parte, los planes de la comisión sólo puede conducir a un comportamiento agresivo y garantizar la seguridad de bajos ingresos para los empleados. Desde el punto de vista organizacional, programas de comisiones fijar el coste de las ventas como porcentaje de los ingresos, lo que significa que un mayor volumen de ventas no son más rentables que los volúmenes más bajos. Empleados Programas de Beneficios Beneficios a los empleados la intención de promover la seguridad económica, garantizando al mismo tiempo contra el aumento de eventos inciertos el nivel de vida y la prestación de servicios específicos. Los beneficios también proporcionan estabilidad económica, ayudando a asegurar el ingreso y el bienestar de los trabajadores y sus familias, ayudando a la economía (Copeland, 2007). El paquete total de remuneración pagada a los empleados pueden incluir beneficios para atraer, retener y motivar a los empleados. Las organizaciones pueden personalizar su paquete de beneficios a los tipos de empleados que necesitan para el trabajo, pero necesitamos saber cómo presentarse como un valor añadido a sus empleados para mantener la motivación. En concreto, el coste de los beneficios para la organización puede ser una pérdida menos que el empleador comunica de manera eficaz los beneficios para el empleado (Noé, Hollenbeck, Gerhart, y Wright, 2004). Beneficios a los empleados pueden incluir un seguro opcional de atención médica, dental y visión; las horas extraordinarias, los enfermos, y paga de vacaciones, planes de vacaciones pagadas, jubilaciones y pensiones, y el reembolso de matrícula. Beneficios a los empleados beneficios que ayudan con la familia y las necesidades personales y son los incentivos diseñados para retener y motivar a los empleados. La compensación de beneficios proporcionan a los empleados una sensación de seguridad económica. Beneficios a los empleados pueden incluir programas especializados que proporcionan acceso a una amplia gama de servicios, incluyendo educación continua y capacitación, cuidado de niños, a largo plazo y la atención a corto plazo, y asistencia legal. Otros beneficios pueden incluir el empleo de aparcamiento subvencionadas, descuentos en productos, y reembolso de gastos de reubicación para proporcionar ahorros de costes y la comodidad a los empleados (Copeland, 2007). Algunos beneficios están sujetos a las regulaciones gubernamentales como el Seguro Social que le ayuda a prepararse para la jubilación, el seguro de desempleo, y indemnización de los trabajadores. El seguro de desempleo ofrece pagos para compensar los ingresos perdidos en caso de pérdida involuntaria del empleo y ayuda a encontrar un nuevo empleo. La compensación para trabajadores, un programa estatal diseñado para proporcionar beneficios a los trabajadores que sufren accidentes laborales o enfermedades, o de sus supervivientes. Otros beneficios, tales como los planes de seguro ayudará a proporcionar seguridad a los empleados en el caso de gastos médicos inesperados (Noé, Hollenbeck, Gerhart, y Wright, 2004). Cultura Organizacional y Desempeño Los cambios demográficos en la fuerza de trabajo y la influencia de la población general, la disposición y el diseño de los empleados beneficio de los programas. Con la amplia gama de opciones, paquetes de compensación puede adaptar hacia el logro de los objetivos de los empleadores y empleados a la vez que ofrecen opciones adicionales de cambio en respuesta a las necesidades y preferencias de los empleados. Por ejemplo, la evolución del plan de jubilación representan las tendencias actuales para el creciente número de los Baby Boomers nacidos entre 1946 y 1964, entrando en la edad de jubilación. A modo de ejemplo, la distribución por edades de la población activa se está desplazando hacia los trabajadores mayores, cuyas necesidades y preferencias pueden diferir de las de los trabajadores más jóvenes. La cohorte del baby boom grande en la actualidad componen una parte desproporcionadamente grande de toda la fuerza laboral y están empezando a entrar en la edad de jubilación como la cohorte de la Generación X más pequeños nacidos entre 1965 y 1982, en la vida activa (Copeland, 2007). Conclusión Los sistemas de compensación requieren una gestión de recursos humanos a pensar a fondo a través de los primeros principios para el diseño para lograr un objetivo las organizaciones y los comportamientos. Un paquete de beneficios crea un incentivo para los empleados y permite que los recursos humanos para tomar decisiones respecto de los cuales los beneficios de incluir, teniendo en cuenta los objetivos de la organización, presupuesto y expectativas de los empleados actuales de la organización y los que se desea contratar en el futuro. Los empleados se han acostumbrado a esperar que algunos de los beneficios de los empleadores y las organizaciones tratan de cumplir y ofrecer beneficios atractivos para mantener a los trabajadores con talento. Empleado que creen que sus empleadores los aspectos y valores de él o ella y su bienestar, es más probable que se sientan comprometidos con su empleador.

Copeland, C., (2007). Employment-based retirement plan participation: Geographic differences and trends. Employee Benefit Research Institute. Issue Brief No. 322. Retrieved from http://www.ebri.org/pdf/publications/books/fundamentals/2009/01_Bens-US-Intro_Overview_Funds_2009_EBRI.pdf
Dwyer, K., (2009). Compensation methods; the pros and cons. 4Hoteliers. Retrieved from http://4hoteliers.com/4hots_fshw.php?mwi=3657
Gross, J., (2000-2011). The impact of compensation methods and decisions. Compensation Today. PayScale for Employers. Retrieved from http://blogs.payscale.com/compensation/2009/10/impact-of-compensation-methods-on-employees-and-organizations.html.
Milkovich, G. T. and Broderick, R. F., (1989). Developing a Compensation Strategy . CAHRS Working Paper Series. Retrieved from http://digitalcommons.ilr.cornell.edu/cahrswp.
Noe, Hollenbeck, Gerhart, & Wright, (2007) Establishing a pay structure. Compensating Human Resources. Fundamentals of Human Resource Management. Ch 11.
Noe, Hollenbeck, Gerhart, & Wright, (2007) Providing employee benefits. Compensating Human Resources. Fundamentals of Human Resource Management. Ch 13.

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