[雙語(yǔ)翻譯]外文翻譯--薪酬管理與員工激勵(lì)：組織績(jī)效的實(shí)現(xiàn)方式

1、5000 英文單詞， 英文單詞，28400 英文字符，中文 英文字符，中文 8200 字文獻(xiàn)出處： 文獻(xiàn)出處：Adeoye A O, Elegunde A F. Compensation management and motivation: Cooking utensils for organisational performance[J]. Mediterranean Journal of Social Sciences, 2014,

2、 5(27 P1): 88-97.Compensation Management and Motivation: Cooking utensils for Organisational PerformanceAbayomi Olarewaju Adeoye，Ayobami Folarin ElegundeAbstractThe achievement of organisational performance is essential

3、for sustainability and continuous existence of the organisation. Obviously, this is a function of employees that are well remunerated and motivated, thus, it is contingent that compensation management and employees motiv

4、ation should be aligned with the vision, mission and objectives of the organisation. In doing this, the attainment of organisational performance becomes an easy task and it will also reduce the antecedent negative impact

5、 of absenteeism, labour turnover, industrial unrest and non-commitment attitude of the employees. Efficient and adequate compensation management and employees motivation will improve organisational productivity and image

6、 of the organisation. In order to attract, hire and retain skilful employees that will ensure the achievement of organisational performance, it is therefore; recommended that there should be a periodical review of compen

7、sation package. It is against the backdrop of the import of compensation and motivation as cooking utensils for organisational performance that this addressed.Keywords: Compensation management, Employees, Motivation, Org

8、anisation, Performance1. IntroductionIn the global world of today, for any organisation to have competitive edge amidst her competitors, there must be in place a formidable compensation strategy to attract, motivate peop

9、le to join the firm. This should also reduce the turnover intent from the employees.The need for organizations to develop a programme that will facilitate a performance-enhancing system leading to the best management and

10、 development of employees and thus increase their competitive advantage has made the links between human resource management and organisational performance a prominent issue in the field of human resource management acro

11、ss the core functional areas of human resource practices. These practices range from staffing, performance appraisals, training and development, manpower planning, workers management participation and compensation manage

12、ment. Notably, the relationship between compensation management and performance has been visible in the management literature. It is generally believed that if there is proper management of compensation, individuals can

13、be motivated to perform and thus have a resultant positive effect on the organisational performance (Tsai, 2005)Compensation management is a global phenomenon that determines the hiring and retention of employees to atta

14、in the objectives of an organisation as well as that of an individual employee which is also used as a means of control and is the basis of involvement of individuals (Greckhamer, 2011; Xavier, 2014). Cox, Brown and Reil

15、ly (2010) found that the North American reward strategy has greatly influenced the reward system in many parts of Europe especially UK. Nigeria being part of the global world, compensation management also plays a vital r

16、ole in motivating employees to work harder in order to accomplish the set goals of the organisation (Idemobi et al., 2011; Odunlade, 2012)Motivations as a phenomenon in human resource management and contemporary 2009).2.

17、1 Characteristics of compensationMuchinsky et al., (1998: 227) list the major characteristics of compensation as follows:? It enhances improvement of both individual and organisational performance.? It encourages value-a

18、dded performance.? It gives room for flexibility by helping to achieve the most efficient wage of human resources within the organisation.? It provides managers with a support base.? It facilitates organisational strateg

19、ic objectives.? It motivates employees.? It makes the labour market more competitive by attracting and retaining highly skilled and quality people.? It gives room for fair play and equity.? It offers value for money.? It

20、 encourages teamwork (Martocchio, 2006: 18-23)Milkovich et al., (2011: 15-18) highlight certain objectives of compensation as follows:? It creates room for efficiency in terms of improving performance, increasing quality

21、, delighting customers and stockholders:-? Controlling labour costs.? Compliance.? Ethics (Grobler et al., 2011; Mathis 1998: 226). The four broad types are:Wages and Salary: Wages are what is paid to employees who are

22、not permanently employed and typically pertains to hourly rates of pay (the more hours worked, the greater the pay), while salary is what is paid to people that are permanently employed and this is at a fixed weekly, mon

23、thly, or annual rate of pay.Incentive Plans: This is an additional compensation which is above and beyond the employees wage or salary provided. It may be long term or short term in nature.Employee Benefit Programmes: Ti

24、me off with pay, pension scheme, tuition reimbursement, recreation activities, cafeteria services are all examples of employee benefit programmes.Additional Privileges: Employees in organisations may have other privilege

25、s such as the usage of company vehicles/cars, club membership or travelling allowance. These privileges may be a substantial part of compensation, especially for the executives.2.3 Objectives of compensation managementTh

26、e main objectives of the compensation function are to create a system of rewards that is equitable and acceptable to both parties in employment relationship. The resultant outcome of compensation is an employee who is at

27、tracted to the work and motivated to do a good job for the employer. Ivancevich (2004: 298) and Nickels et al (1999: 331) highlight the objectives of compensation as follows:Attract: Attracting the right kind of people i