JobGrades&SalaryRangesJobGrades&SalaryRanges1Compa-ratios(CR)

acompa-ratio(comparativeratio)isameasureoftheextentwhichtheaveragesalariesinagradedeviatefromthetargetsalary.itisusedtocompareactualaverageswiththetargetsalarytoindicatetheextentwhichsalarylevelsarehighorlow.theformulaforcalculatingacompa-ratiois: Averageofallsalariesinthegrade---------------------------------------------------------------------------------------------------------------------------------------------------------------x100 Midpointofthesalaryrangeacompa-ratioof100indicatesthattheaveragesalaryisalignedtothemidpointofthesalarygradeandnocorrectivestepsneedtobetaken.Compa-ratios(CR)acompa-rati2Compa-ratios(CR)acompa-ratioof80wouldindicateaneedtoinvestigatewhyaveragesalarieswerelowandpossiblynolongercompetitive.acompa-ratioof120wouldsuggesteithertherewerealotoflong-servicestafforthatstaffwerebeingoverpaid,pa-ratioanalysiscanrevealasituationwhereearningsdrifthastakenplace.Compa-ratios(CR)acompa-ratio3CompetitivePosture(CP)CompetitivePostureisameasureofhowcompetitivethesalaryiswithrespecttoagivenmarketbenchmark.CompetitivePosturecanbeusedtomeasurethecompetitivenessofbothcompany’sorindividual’ssalarycompetitivenessinthemarketCompetitivePostureforacompanyiscomputedas:CR=AverageofallSalariesinagivenJobGrade MarketBenchmarkSalaryCompetitivePostureforanindividualiscomputedby: CR=SalaryoftheindividualEmployee MarketBenchmarkSalary

CompetitivePosture(CP)Compet4SalaryAdministrationMinimumSalaryPoints1.Minimumsalaryforthegrade2.MinimumforJobInthemarket3.Setcompa-ratioat1.004.Overlapbetween60%to80%5.Avoidleapfroggingtendencies6.AllowforrealisticminimumSalaryAdministrationMinimumS5SalaryAdministrationMaximumSalaryPoints1.Maximumsalaryforthegrade2.Maximumforjobinthemarket3.Keepsalaryrangeshort(8-12years)4.Maxminratiobetween1.5to2.05.Setcompa-ratioat1.006.AllowforrealisticmaximumSalaryAdministrationMaximumS6SalaryAdministrationMaximum1.Maximumsalaryforthegrade2.Maximumforjobinthemarket3.Keepsalaryrangeshort(8-12years)4.Maxminratiobetween1.5to2.05.Setcompa-ratioat1.006.AllowforrealisticmaximumMinimum1.Minimumsalaryforthegrade2.MinimumforJobInthemarket3.Setcompa-ratioat1.004.Overlapbetween60%to80%5.Avoidleapfroggingtendencies6.AllowforrealisticminimumMinimumAndMaximumPointsSalaryAdministrationMinimumA7StreamliningofSalaryRanges(Executives)Effective1January1995*Mosttypicalvaluecorrespondstotheworkingmidpointoftherange@Derivedfromannualbasesalary#Dispersionfactorof+/-25%aroundQ1valuesStreamliningofSalaryRanges8JobReferenceLevels

Thereferencejobdescriptionpreparedtoassistnon-hayevaluatedcompanieswithjobmatching,areeachevaluatedandqualityassuredagainstHay’sstandards.Theevaluationsarethenslottedintotherelevantjobunitrangewhichformsthereferencelevels.ThesereferencelevelsandcorrespondingjobunitrangesarenowstandardthroughoutallHay’smainremunerationsurveysandaredetailedbelow.JobReferenceLevels Therefer9JobReferenceLevelsJobReferenceLevels10SalaryAdministration

DeterminingEntrySalary 1. Marketvalue 2. Candidate'sexistingsalary 3. Basicqualifications 4. Additionalqualifications 5. Relevantworkingexperience 6. Relatedworkingexperience 7. Completionofnationalservice 8. Geographicallocationofcompany 9. Natureofindustry(dirtyorhazardous) 10. Minimumsalaryforjobgrade 11. Salariesofexistingincumbents 12. Re-grossingannualsalarySalaryAdministration Determin11IncrementalSystems

Incrementalsystemsvaryfromrigidprocedureswithfixedandpredeterminedmovementsthroughascalerelatedtoage,serviceinthecompanyorserviceinthejob,toflexiblesystemswheremanagementexercisescompletediscretionovertheawardandsizeofincrementswithoutanyguidelines.Betweenthetwoextremesthereisamiddlegroundofsemi-flexiblesystems.IncrementalSystems Increment12Fixedscaleswithautomaticprogressionwhereindividualsmovethroughjobsorgradesbypredeterminedstepsrelatedtoageorservice,thesecouldberateforagescales.Fixedscalesarecriticizedbecausetheydonotgiveenoughincentivetoeffortandtheimprovementofperformance-promotionmightonlybeanawardinthelongerterm,ifatall.Theyaredefendedbecausetheycanbeoperatedwithcompleteimpartiality-manypeople,especiallycivilservants,questionthepossibilityofdeterminingafairrelationshipbetweenmeritandrewardwheretheonlymethodofmeasurementisthesubjectiveopinionofsomeone’sboss.IncrementalSystemsFixedscaleswithautomaticpr13Fixedscaleswithlimitedflexibilitywhereitispossibletogivedoubleoreventripleincrementstohighflyersandwithholdincrementsforpoorperformers.Semi-fixedscaleswhichallowautomaticprogressiontoa‘meritbar’atwhichprogressionforsomepeoplemaystopwhileothercanadvanceatdifferentratesaccordingtoperformance.Fixedparallelscaleswhichallowfortheexerciseofmoremanagerialdiscretionbyprovidingdifferentpatternsofincrementalprogressionfordifferentlevelsofperformance,asshowninfigure10.IncrementalSystemsFixedscaleswithlimitedflex14Variableprogressionwithguidelineswheretherearenofixedincrementalpoints,butmanagersaregivenmoreorlessmandatoryinstructionsonhowtheyshouldexercisetheirdiscretion.Theminimumguidelinesinthissystemnayconsistoftheannualincrementsthatcanbeawardedfordifferentlevelsofperformance.Thesemaybeextendedinmorerigidsystemstogivetheproportionofstaffwhoshouldreceiveagivenincrement.Variableprogressioninrangewithoutguidelineswheremanagementdiscretionintheawardofincrementsandthedeterminationoftheirsizetendstoberestrictedonlybythemaximumofthesalaryrangeandthebudgettheyareallowedforsalaryincreases.IncrementalSystemsVariableprogressionwithguid15AnnualIncrementFixedincrementsystem -Fixed$ -Fixed%Variableincrementsystem -Fixedvariable -FixedPlus(meritincrement)Flexibleincrementsystem -Fixedcomponent+flexiblecomponentMatrixsystem -Salaryquadrantvs.performancematrixAnnualIncrementFixedincremen16SalaryProgressionCurveSalaryProgressionCurve17IncrementvsPerformanceMatrixIncrementvsPerformanceMatri18MarketValueComputationMarketValueComputation19SalaryReviewGuidelinesOverallcostguidelines inwhichabudgetofx%ofpayrollisimposedformeritreviews.Thisistheessentialguideline,andmanagersmaybelefttodistributethepoolastheyplease,orsubjecttovariousdegreesofcontrol.Guidelinesmaximumandminimumincreases managersaretoldthattheycannotgiveanincreaseofmorethanx%orless,onthegroundsthattoohighanincreasecouldproduceinequitiesandtoolowofanincreaseismeaningless.SalaryReviewGuidelinesOveral20SalaryReviewGuidelinesGuidelinesontherelationshipbetweenperformanceandreward theawardsshouldberelatedtoanoverallassessmentofperformanceonascalesuchas: Assessment Increment(%) A–Outstanding 9–10 B–Good 7–8 C–Satisfactory 4–6 D–Needsimprovement 0%pluscounseling* E–Unsatisfactory Termination

*onlyifthereishopeofimprovement&individualneedsencouragementSalaryReviewGuidelinesGuidel21演講完畢，謝謝觀看！演講完畢，謝謝觀看！22JobGrades&SalaryRangesJobGrades&SalaryRanges23Compa-ratios(CR)

acompa-ratio(comparativeratio)isameasureoftheextentwhichtheaveragesalariesinagradedeviatefromthetargetsalary.itisusedtocompareactualaverageswiththetargetsalarytoindicatetheextentwhichsalarylevelsarehighorlow.theformulaforcalculatingacompa-ratiois: Averageofallsalariesinthegrade---------------------------------------------------------------------------------------------------------------------------------------------------------------x100 Midpointofthesalaryrangeacompa-ratioof100indicatesthattheaveragesalaryisalignedtothemidpointofthesalarygradeandnocorrectivestepsneedtobetaken.Compa-ratios(CR)acompa-rati24Compa-ratios(CR)acompa-ratioof80wouldindicateaneedtoinvestigatewhyaveragesalarieswerelowandpossiblynolongercompetitive.acompa-ratioof120wouldsuggesteithertherewerealotoflong-servicestafforthatstaffwerebeingoverpaid,pa-ratioanalysiscanrevealasituationwhereearningsdrifthastakenplace.Compa-ratios(CR)acompa-ratio25CompetitivePosture(CP)CompetitivePostureisameasureofhowcompetitivethesalaryiswithrespecttoagivenmarketbenchmark.CompetitivePosturecanbeusedtomeasurethecompetitivenessofbothcompany’sorindividual’ssalarycompetitivenessinthemarketCompetitivePostureforacompanyiscomputedas:CR=AverageofallSalariesinagivenJobGrade MarketBenchmarkSalaryCompetitivePostureforanindividualiscomputedby: CR=SalaryoftheindividualEmployee MarketBenchmarkSalary

CompetitivePosture(CP)Compet26SalaryAdministrationMinimumSalaryPoints1.Minimumsalaryforthegrade2.MinimumforJobInthemarket3.Setcompa-ratioat1.004.Overlapbetween60%to80%5.Avoidleapfroggingtendencies6.AllowforrealisticminimumSalaryAdministrationMinimumS27SalaryAdministrationMaximumSalaryPoints1.Maximumsalaryforthegrade2.Maximumforjobinthemarket3.Keepsalaryrangeshort(8-12years)4.Maxminratiobetween1.5to2.05.Setcompa-ratioat1.006.AllowforrealisticmaximumSalaryAdministrationMaximumS28SalaryAdministrationMaximum1.Maximumsalaryforthegrade2.Maximumforjobinthemarket3.Keepsalaryrangeshort(8-12years)4.Maxminratiobetween1.5to2.05.Setcompa-ratioat1.006.AllowforrealisticmaximumMinimum1.Minimumsalaryforthegrade2.MinimumforJobInthemarket3.Setcompa-ratioat1.004.Overlapbetween60%to80%5.Avoidleapfroggingtendencies6.AllowforrealisticminimumMinimumAndMaximumPointsSalaryAdministrationMinimumA29StreamliningofSalaryRanges(Executives)Effective1January1995*Mosttypicalvaluecorrespondstotheworkingmidpointoftherange@Derivedfromannualbasesalary#Dispersionfactorof+/-25%aroundQ1valuesStreamliningofSalaryRanges30JobReferenceLevels

Thereferencejobdescriptionpreparedtoassistnon-hayevaluatedcompanieswithjobmatching,areeachevaluatedandqualityassuredagainstHay’sstandards.Theevaluationsarethenslottedintotherelevantjobunitrangewhichformsthereferencelevels.ThesereferencelevelsandcorrespondingjobunitrangesarenowstandardthroughoutallHay’smainremunerationsurveysandaredetailedbelow.JobReferenceLevels Therefer31JobReferenceLevelsJobReferenceLevels32SalaryAdministration

DeterminingEntrySalary 1. Marketvalue 2. Candidate'sexistingsalary 3. Basicqualifications 4. Additionalqualifications 5. Relevantworkingexperience 6. Relatedworkingexperience 7. Completionofnationalservice 8. Geographicallocationofcompany 9. Natureofindustry(dirtyorhazardous) 10. Minimumsalaryforjobgrade 11. Salariesofexistingincumbents 12. Re-grossingannualsalarySalaryAdministration Determin33IncrementalSystems

Incrementalsystemsvaryfromrigidprocedureswithfixedandpredeterminedmovementsthroughascalerelatedtoage,serviceinthecompanyorserviceinthejob,toflexiblesystemswheremanagementexercisescompletediscretionovertheawardandsizeofincrementswithoutanyguidelines.Betweenthetwoextremesthereisamiddlegroundofsemi-flexiblesystems.IncrementalSystems Increment34Fixedscaleswithautomaticprogressionwhereindividualsmovethroughjobsorgradesbypredeterminedstepsrelatedtoageorservice,thesecouldberateforagescales.Fixedscalesarecriticizedbecausetheydonotgiveenoughincentivetoeffortandtheimprovementofperformance-promotionmightonlybeanawardinthelongerterm,ifatall.Theyaredefendedbecausetheycanbeoperatedwithcompleteimpartiality-manypeople,especiallycivilservants,questionthepossibilityofdeterminingafairrelationshipbetweenmeritandrewardwheretheonlymethodofmeasurementisthesubjectiveopinionofsomeone’sboss.IncrementalSystemsFixedscaleswithautomaticpr35Fixedscaleswithlimitedflexibilitywhereitispossibletogivedoubleoreventripleincrementstohighflyersandwithholdincrementsforpoorperformers.Semi-fixedscaleswhichallowautomaticprogressiontoa‘meritbar’atwhichprogressionforsomepeoplemaystopwhileothercanadvanceatdifferentratesaccordingtoperformance.Fixedparallelscaleswhichallowfortheexerciseofmoremanagerialdiscretionbyprovidingdifferentpatternsofincrementalprogressionfordifferentlevelsofperformance,asshowninfigure10.IncrementalSystemsFixedscaleswithlimitedflex36Variableprogressionwithguidelineswheretherearenofixedincrementalpoints,butmanagersaregivenmoreorlessmandatoryinstructionsonhowtheyshouldexercisetheirdiscretion.Theminimumguidelinesinthissystemnayconsistoftheannualincrementsthatcanbeawardedfordifferentlevelsofperformance.Thesemaybeextendedinmorerigidsystemstogivetheproportionofstaffwhoshouldreceiveagivenincrement.Variableprogressioninrangewithoutguidelineswheremanagementdiscretionintheawardofincrementsandthedeterminationoftheirsizetendstoberestrictedonlybythemaximumofthe