1、原文BROADBANDSALARYSYSTEMANINNOVATIVESIGHTOFSALARYMODELUSHENGYING，JIAFANGFANGABSTRACTTHEPROBLEMOF“THEEFFECTIVEMOTIVATIONINENTERPRISESHUMANRESOURCEMANAGEMENT”HASRECENTLYATTRACTEDTHEATTENTIONOFMANYRESEARCHERSFROMINDUSTRYANDACADEMIATHISPAPERINTRODUCEDCOMPLETELYINNOVATIVEWAYTOSOLVETHEABOVEPROBLEMTHEBROADB
2、ANDSALARYSYSTEMWHICHBASEDONPERFORMANCEEVALUATIONBYANALYZINGTHEADVANTAGESANDPRESENTAPPLICATIONOFTHEBROADBANDSALARYSYSTEM，THISTHESISEXPLORESTHEDESIGNFLOWOFTHEBROADBANDSALARYSYSTEM，ANDTHENPOINTEDOUTTHEPROBLEMSNEEDINGATTENTIONININTRODUCINGTHISNEWSYSTEMKEYWORDSTHEBROADBANDSALARYSYSTEM，HUMANRESOURCEMANAGE
3、MENT,PERFORMANCE1INTRODUCTIONALONGWITHTHEDEVELOPMENTOFMARKETECONOMYANDTHEIMPACTOFECONOMICGLOBALIZATIONTHECHALLENGESTHATTHEENTERPRISESINOURCOUNTRYFACEAREINCREASINGLYSEVEREAMONGALLTHOSECHALLENGES，HOWTOATTRACTANDKEEPEMPLOYEESESPECIALLYCOREEMPLOYEESHASBECOMEONEOFTHEMOSTIMPORTANTQUESTIONSTHEMOSTEFFECTIVE
4、METHODTOATTRACTANDRETAINTHETALENTSISAFAIRANDRATIONALSALARYSYSTEMHOWEVER,THETRADITIONALSALARYSYSTEMOFWHICHGOALISTOBUILDANINNERCONSISTENCEALLOTMENTSYSTEMANDOFFERTHECURRENCYSUPPORTFORTHECOMPANYSTAFFTHATLACKTHELONGTERMMOTIVATIONANDCOULDNOTSTIRUPTHEENTHUSIASMOFTHEEMPLOYEESTHEREFORE，DEVELOPINGANINNOVATIVE
5、MODEOFSALARYSYSTEMWHICHCANENCOURAGETHESTAFFTOKEEPWORKINGWITHHIGHPERFORMANCEHASBECOMEANESSENTIALSUBJECTFORENTERPRISESTHEBROADBANDSALARYSYSTEMWHICHISANEWKINDOFSALARYMANAGEMENTMODECANBETHEIMPROVEMENTORSUBSTITUTINGOFTHETRADITIONALVERTICALSALARYSYSTEMANDCOMBINETHEINTERESTOFBOTHTHEEMPLOYEESANDTHEBUSINESST
6、OGETHER2CONCEPTANDAPPLICATIONOFTHEBROADBANDSALARYSYSTEM21CONCEPTOFTHEBROADBANDSALARYSYSTEMBROADBANDSALARYISANEWLYARISINGSALARYDESIGNSYSTEMWHICHISFITFORTHEMODEMFIRMSFLATORGANIZATIONSTRUCTUREANDTHEMANAGEMENTPATTERNBASEDONPERFORMANCEACCORDINGTOTHEDEFINITIONOFTHEAMERICANSALARYMANAGEMENTSOCIETY,BROADBAND
7、SALARYSYSTEMMEANSREFORMINGTHENUMBERANDCHANGINGRANGEOFTHESALARYSTRUCTURE，SOASTOESTABLISHASALARYSYSTEMWHICHCONTAINSRELATIVELYLESSSALARYGRADESANDWIDERSALARYCHANGINGRANGESGENERALLYSPEAKING，THECHANGERATEBETWEENTHEMAXIMUMVALUEANDTHEMINIMUMVALUEOFTHESALARYGRADESINTHISNEWSYSTEMSHOULDBENOLESSTHAN100ATYPICALS
8、TRUCTUREOFBROADBANDSALARY,MIGHTHAVENOTMORETHANFOURSALARYGRADESMEANWHILETHECHANGERATEINEVERYSALARYGRADEMAYBE200OREVEN300INTHETRADITIONALSTRUCTUREHOWEVERTHECHANGERATEUSUALLYISONLY40TO50THEMOSTIMPORTANTFEATUREOFTHEBROADBANDSALARYSYSTEMISTOCONDENSEALARGENUMBEROFSALARYGRADESINTOASMALLERNUMBEROFBANDSWITHW
9、IDERSPANS，THUSFORMANEWSALARYADMINISTRATIVESYSTEMANDOPERATIONFLOWINORDERTOALLOWFLEXIBILITYINMANAGINGPAYWHILEMAINTAININGMARKETCOMPETITIVEPAYOPPORTUNITIESFOREXAMPLE,BEFORE1990SIBMUSEDA24一GRADESALARYSYSTEMANDMERGESINTOA10WIDERRANGESALARYGRADELATER22THEADVANTAGESOFBROADBANDSALARYSYSTEMINTHETRADITIONALCOM
10、PENSATIONSYSTEM。THEEMPLOYEESINCOMEALWAYSMATCHESHISADMINISTRATIVESTATUSORTHEGRADESINTHEORGANIZATION，THEHIGHERHESITUATE，THEMOREHEGETSBUTUNDERTHEINFLUENCEOFTHEWORLDWIDEREVOLUTIONOFFLATTINGORGANIZATIONALSTRUCTURE。THEGRADESOFENTERPRISESGREATLYREDUCED，SOTHEJOBGRADEANDTHEPROMOTIONCHANCEISLIMITEDANDTHETRADI
11、TIONALCOMPENSATIONSYSTEMCANNOTPLAYANEFFECTIVEINCENTIVEEFFECTSCOMPAREDWITHTRADITIONALSALARY，MANAGEMENTMODETHEBROADBANDSALARYSYSTEMHASTHEFOLLOWINGADVANTAGESFIRSTLY,THEBROADBANDSALARYSYSTEMSUPPORTSTHEFLATORGANIZATIONSTRUCTURESINCE1990SMANYENTERPRISESBEGINTOREPLACETHETRADITIONALPYRAMIDORGANIZATIONSTRUCT
12、UREBYTHEFLATORGANIZATIONSTRUCTUREGRADUALLYTHEFLATORGANIZATIONSTRUCTUREREDUCEDTHENUMBEROFTHEPOSITIONINENTERPRISESANDDECREASEDTHEPROMOTIONCHANCEACCORDINGLY,WHICHINFLUENCETHEPROBABILITYOFSALARYINCREASETHEBROADBANDSALARYSYSTEMWHICHBROKENTHESTRICTHIERARCHYMAINTAINEDANDSTRENGTHENEDBYTHETRADITIONALSALARYSY
13、STEM，HASJUSTSOLVEDTHISPROBLEMSECONDLY,THEBROADBANDSALARYSYSTEMCANLEADSTAFFTOPAYATTENTIONTOINCREASEPERSONALSKILLANDIMPROVESELFABILITYTHEBROADBANDSALARYSYSTEMCANWEAKENTHEIMPORTANCEOFPOSITIONSTRESSESTHEPERSONALROLEANDEMPHASIZEST11ESTATUSOFPERFORMANCETHEEMPLOYEESCANOBTAINABIGRISINGSPACEINSALARYWITHOUTPR
14、OMOTIONFOREXAMPLE，ANEXCELLENTTECHNICALWORKERMAYPROBABLYGETAHIGHERPAYMENTTHANDEPARTMENTMANAGERWHOJUSTTAKESOFFICEENCOURAGINGTHEDEPARTMENTMANAGERSTOBEINVOLVEDINMAKINGCOMPENSATIONDECISIONOFTHESTAFFSISANOTHERADVANTAGEOFTHEBROADBANDSALARYSYSTEMINTHETRADITIONALSALARYSTRUCTUREEXCEPTTHEMANAGEROFHUMANRESOURCE
15、DEPARTMENTNOONEHASTHERIGHTTODECIDETHEWAGESTANDARDWHILEINBROADBANDSALARYSYSTEMWHICHBASEDONTHEINDIVIDUALPERFORMANCETOAGREATEXTENTTHEDEPARTMENTMANAGERCANGIVEMORESUGGESTIONSABOUTTHESALARYOFTHESUBORDINATEEMPLOYEESINHISSECTOR,OREVENMAKETHEFINALDECISIONSFINALLY,THEBROADBANDSALARYSYSTEMCANENHANCETHETEAMSPIR
16、ITOFTHECORPORATIONBECAUSETHEBROADBANDSALARYCOULDOBJECTIVELYWEAKENTHEINDIVIDUALDISCRIMINATIONANDPSYCHOLOGICALIMBALANCEOFEMPLOYEESRESULTEDBYPOSITIONDIFFERENCE。ITHELPTOSTABILIZEENTERPRISESTOACERTAINEXTENTTHISISVERYSIGNIFICANTTOIMPROVEOVERALLPROFITABILITYOFCOMPANIES23THEAPPLICATIONOFBROADBANDSALADSYSTEM
17、NOWADAYS，THEBROADBANDSALARYSYSTEMWASWIDELYUSEDINEUROPEANANDAMERICANCOUNTRIESASAKINDOFEFFECTIVETOOLONSALARYMANAGEMENTAREATAKEGENERALELECTRICCOASANEXAMPLEITHASUSEDTHESYSTEMFORMORETHETENYEARSANDONLYHASFOURSALARYGRADESNOWWHICHCONTAINALLTHEEMPLOYEESFROMTHEEXECUTIVESTOTHEORDINARYSTAFFINCHINA，WITHTHEAPPLIC
18、ATIONINSEVERALFAMOUSCOMPANIESSUCHASCHINANETCOMSIEMENSBEIRENFUJIPRINTINGMACHINERYCO,THEBROADBANDSALARYSYSTEMHASDRAWNEXTENSIVEATTENTIONASANEWKINDOFSALARYMANAGEMENTMODEBEIRENFUJICOMPANY,FORINSTANCE,EXPANDSTHEHORIZONTALSALARYGRADEINSAMERANKFROMORIGINAL4GRADESTO10GRADESWITHTHEWIDTHOFTHEEACHGRADEIS3003DES
19、IGNOFTHEBROADBANDSALARYSYSTEMBASEDONTHEFUNDAMENTALPRINCIPLESOFTHEBROADBANDSALARYANDTHEPRACTICESINVARIOUSBUSINESSFIELDS，ESPECIALLYTHESUCCESSFULEXAMPLESOFFOREIGNCOMPANIES，WESUMMARIZESOMEEFFECTIVEANDOPERABLEPROCEDURESINTHEDESIGNOFTHEBROADBANDSALARYSYSTEM31JOBANALYSISANDPOSITIONEVALUATIONJOBANALYSISANDP
20、OSITIONEVALUATIONISTHEFIRSTSTEPINDESIGNINGTHEBROADBANDSALARYSYSTEMTHEGENERALPURPOSEOFJOBANALYSISISTODOCUMENTTHEREQUIREMENTSOFAJOBANDT11EWORKPERFORMEDANDTHEJOBEVALUATIONISTHEPROCESSOFSYSTEMATICALLYDETERMININGARELATIVEVALUEOFJOBSINALLORGANIZATIONBOTHTHETWOPROCEDURESCANMAKETHEPOSITIONSINSIDEENTERPRISES
21、BEDISTINCTFROMEACHOTHER,ANDPROVIDETHEBASISFORTHEDESIGNOFTHEPOSITIONCOMPENSATION32CONFIRMTHENUMBEROFBROADBANDINTHISSTEP，THENUMBEROFTHEBROADBANDINTHEWHOLEBUSINESSSHOULDBEDETERMINEDTHEGOALOFTHISSTEPISTODEFINETHEWORKSPANBETWEENEACHBROADBAND，WHICHSHOULDBERATIONALANDCLEARTHISISTHEBASICSTEPFORTHELATTERDESI
22、GN33ESTABLISHTHESALARYSTRUCTUREOFEACHBROADBANDINEVERYWORKINGSPAN，THESALARYSTRUCTUREOFEACHJOBSHOULDBEESTABLISHEDACCORDINGTOCHARACTERISTICOFDIFFERENTWORKPOSITIONANDDEMANDSTAFFINDIFFERENTLEVEL，ASTOTHESPECIFICWORKBECAUSEOFTHEDIFFERENTPOSTCLASSIFICATION，SALARYSTRUCTUREMAYCHANGEACCORDINGLYASFORSENIORMANAG
23、ERS,THEIRWORKHASAOVERALLINFLUENCEONTHEPROFITABILITYOFENTERPRISES,SOTHEPROPORTIONOFPERFORMANCESALARYSHOULDBESTRENGTHENEDASTHENUCLEUSOFTHEENTERPRISESHUMANCAPITALTHEMIDDLE1EVELMANAGERSRAISETHEVERYIMPORTANTBRIDGEFUNCTIONINTHEENTERPRISE，SOTHEIRINCOMESHOULDBEFIXEDMILEUSINGTHEPIECEWAGERATEANDWIDENINGBONUSD
24、ISPARITYMAYHELPTHEWORKERSONTHEPRODUCTIONLINETOIMPROVEWORKTHEIREFFICIENCY34SETUPTHESALARYEVALUATIONSYSTEMTHELASTSTEPISSETTINGUPASALARYEVALUATIONSYSTEMWHICHUSUALLYCONTAINSTHEHARDINDEX，THESOFTINDEXANDTHEINDEXWEIGHTTHEHARDINDEXGENERALLYREFERSTOTHEDIVISIONALPERFORMANCEANDTHEINDIVIDUALPERFORMANCEWHICHISPR
25、ONETOQUANTIFYTHEEVALUATIONCONTENTSOFTHESOFTINDEXOFTENINVOLVEWORKINGBEHAVIOR，WORKINGATTITUDE，WORKINGACHIEVEMENTANDSOONWHICHMAINLYRELYONTHEQUALITATIVEANALYSISBECAUSEITISVERYDIFFICULTTOBUILDASETOFOBJECTIVEANDFAIRCRITERIONOFTHESOFTINDEX，THEEVALUATIONSTANDARDSAREINEVITABLYSUBJECTIVEANDIMPRECISETHEPROPERM
26、EASURETOSOLVETHEABOVEPROBLEMISTRIEDTODESIGNVARIOUSMETHODSANDFORMULATOCHANGETHEQUALITATIVESTANDARDSINTOQUANTITATIVEONESASTOINCREASETHEACCURACYMEANWHILE,THESTANDARDSOFTHEABOVESALARYEVALUATIONSHOULDBEPUBLICTOALLTHESTAFFINTHEBUSINESS4PROBLEMSNEEDINGATTENTIONINIMPLEMENTINGTHEBROADBANDSALARYSYSTEMALTHOUGH
27、THEBROADBANDSALARYSYSTEMISVERYPOPULARINEUROPEANANDAMERICANCOUNTRIESINRECENTYEARS，WHICHHASMANYBENEFITSCOMPAREWITHTHETRADITIONALSALARYSYSTEM,ITISSTILLNOTSUITABLEFORALLTYPESOFENTERPRISESWHENINTRODUCINGTHEBROADBANDSALARYSYSTEMHEREARESEVERALPROBLEMSNEEDTOBENOTICEDFIRSTLY,ENTERPRISESWHICHWANTTOUSETHISSYST
28、EMSHOULDANALYZETHEINDUSTRYCHARACTERISTICSANDITSOWNCONDITIONSTHEENTERPRISESWHICHUSE山ISSYSTEMSHOULDPOSSESSSEVERALCONDITIONSSUCHASAPERFECTHUMANRESOURCESMANAGEMENTSYSTEM，EFFECTIVEANDSMOOTHCOMMUNICATIONMECHANISMANDTHENECESSARYTECHNICALCONDITIONSWITHDETAILEDDATAFOUNDATIONFORTHEREALIZATIONOFTHEBROADBANDSAL
29、ARYSYSTEMSECONDLY,THEMANAGERSINTHECOMPANYWHICHLIKETOINTRODUCETHENEWSALARYSYSTEMSHOULDGAINACLEARIDEAOFTHERELATIONSHIPBETWEENTHEPERFORMANCEAPPRAISALANDTHEBROADBANDSALARYSYSTEMTHEKEYEVALUATIONREFERENCEOFTHEBROADBANDSALARYSYSTEMISTHECONTRIBUTIONSIZEOFEMPLOYEESTOTHEORGANIZATION，WHICHMAKETHEPERFORMANCEEVA
30、LUATIONSYSTEM，BEANIMPORTANTASPECTOFTHEIMPLEMENTOFTHEBROADBANDSALARYSYSTEMIFTHECORPORATEINTERNALPERFORMANCEEVALUATIONSYSTEMEXISTSPROBLEMSITSELF,WHICHCANNOTEITHEREVALUATEEMPLOYEEPERFORMANCECOMPREHENSIVELYANDCORRECTLY,OREMBODYTHEIRVALUE，THEBROADBANDSALARYSYSTEMCOULDNOTRUNWELLTOOTHEENTERPRISESSHOULDEVAL
31、UATETHEEXISTINGPERFORMANCEEVALUATIONSYSTEMBEFORETHEYDETERMINEWHETHERTOUSEBROADBANDSALARYMANAGEMENTMODELORNOTTHIRDLY,THEINCENTIVEFUNCTIONOFBROADBANDSALARYSYSTEMISNOTUNIVERSALANDOBVIOUSLY,ITSTHEORYANDMETHODHAVESOMELIMITATIONS,ITEMPHASIZESONLYONTHETRANSVERSEEXCITATIONWHILENEGLECTINGTHELONGITUDINALEXCIT
32、ATION。WHICHMAKESTHEPROMOTIONBECOMEMOREDIFFICULTINTRADITIONALSALARYMANAGEMENTSYSTEMTHEPOSTSAREVARIOUS。SOTHEPROMOTIONOFTHESTAFFISEASIER。BUTTHESTAFFINTHEBROADBANDSALARYMANAGEMENTSYSTEMPERHAPSCANNOTGETANYPROMOTIONCHANCETHROUGHALLHISLIFEASWEALLKNOW,PROMOTIONISAVERYEFFECTIVEMEANSTOSTIMULATETHESTAFFTHEREFO
33、REMOSTOFTHESTAFFMAYBEDEPRESSEDWHENTHEREISONLYSALARYRAISEWITHOUTPROMOTIONAFTERUSINGTHEBROADBANDSALARYSYSTEMHOWTOHANDLEPROBLEMSOFTHEPROMOTIONOFTHOSEEXCELLENTSTAFFANDESTABLISHACOMPREHENSIVESALARYVIEWWILLBEASUBJECTTHATWORTHFURTHERSTUDYINGFINALLY,THESTARTINGSALARYOFTHESYSTEMISAKEYPOINTHOWEVERTHEREISNOUNI
34、FIEDSTANDARDINBUSINESS，THEGENERALPRACTICEISDIFFERENTENTERPRISEHASDIFFERENTSETUPACCORDINGTOITSSIZE，PROFITABILITY,ANDSTAFFABILITYETC5CONCLUSIONINSUMMARY,WITHTHECHANGESOFTHEMANAGEMENTENVIRONMENT，THEMANAGEMENTIDEAOFHUMANORIENTATIONHASBEENACCEPTEDBYMOREANDMOREENTERPRISESTHISTRENDREQUIRESTHETRADITIONALSAL
35、ARYMANAGEMENTWHICHCENTERINGONEMPLOYERTOCHANGEINTOANEWSALARYMANAGEMENTSYSTEMTHATFOCUSESONSTAFFINENTERPRISESTHISREQUIRESESTABLISHINGACOMPREHENSIVEINCENTIVESYSTEM。WHICHACCORDWITHENTERPRISEANDPERSONALINTERESTSANDGENERATESMOSTPOSITIVEEFFECTTHEBROADBANDSALARYSYSTEMISANEWSALARYMANAGEMENTMODELINTRODUCEDGRAD
36、UALLY,WHICHAPPLIEDWILDLYINFOREIGNENTERPRISESWITHGREATSUCCESSBASEDONINDIVIDUALANDGROUPPERFORMANCEINFLATORGANIZATION，THEBROADBANDSALARYSYSTEMSTRENGTHENSENTERPRISEVITALITY，PROMOTETHEBUSINESSVALUEANDSOUNDDEVELOPMENTINTHISPAPER,THROUGHTOTALLYANALYSIS，WERECOGNIZETHATSALARYREFORMISASYSTEMATICPROCESS，ONLYRE
37、FORMINGSALARYSYSTEMISFARFROMENOUGHITREQUIRESSETTINGUPASYSTEMATICTHINKINGMODELANDACCORDWITHOTHERHUMANRESOURCESPOLICY,ONLYWITHTHIS,ENTERPRISESSALARYSYSTEMCANBEMOREANDMOREEFFECTIVEANDREASONABLETODOMESTICENTERPRISES，BROADBANDSALARYSYSTEMSHOULDBEAPPLIEDACCORDINGTOACTUALCONDITIONSORENTERPRISERESOURCEWILLB
38、EWASTEDANYWAY,THEEXERCISEOFTHEBROADBANDSALARYSYSTEMWILLINITIATEDAREVOLUTIONTOTHEENTERPRISESSALARYSYSTEMWITHOUTQUESTIONREFERENCES【1】MIAOJIANJUNTHESTUDYOFKNOWLEDGEINDUSTRY【M】JINLINPEOPLESPRESS，1999259261【2】CAOZHENJIE，PENGDONGRUI，THECONFLICTANDCOUNTERMEASUREOFCHINESEENTERPRISESINADOPTINGTHEBROADBANDSAL
39、ARYSYSTEMJOURNALOFINNERMONGOLIAFINANCEANDECONOMICSCOLLEGE，20075356INCHINESE【3】WANGXUEYUANI，STUDY0NMEAPPLICATIONOFBROADBANDCOMPENSATIONSYSTEMTHEORYINQXCOMPANYSSALARYSYSTEMDESIGN2008125356INCHINESE【4】PEIHONGWEISTUDYONTHEBROADBANDSALARYSYSTEM，JENTERPRISEMANAGEMENT，200374749INCHINESE【5】WANGCHAOTHEPROBLE
40、MSNEEDINGATTENTIONINIMPLEMENTINGTHEBROADBANDSALARYSYSTEM，CHINAECONOMIST，2004，313INCHINESE【6】WANGHAIPINGAPPLICABILITYANALYSISOFTHEBROADBANDSALARYSYSTEMINCHINESEENTERPRISES。POPULATIONECONOMICS，2004，SI166168INCHINESE译文宽带薪酬制度一种创新的薪酬模式刘圣婴，贾芳芳文摘“有效企业动机的人力资源管理”的问题最近吸引了众多研究者的关注，介绍企业界和学术界这种完全创新的方式来解决上述问题提出了一
41、种基于宽带工资制度的评价。通过性能、应用现状优越性分析宽带的薪酬系统的基础上，设计流程，探讨了宽带工资制度，然后指出了介绍中应注意的问题新体系。关键词宽带工资制度、人力资源管理绩效1、介绍随着市场经济的发展和经济全球化的影响，我国企业面对的挑战也越来越严峻。在所有这些挑战中，如何吸引和留住员工特别是核心员工队伍已成为一个最重要问题，最有效的方法是建立公平、合理的工资系统来吸引并留住人才，传统薪酬体系的目标是建立一种内在的一致性和提供货币支持，为公司缺乏长期积极性与不能激发热情的员工开发一种工资的创新模式系统，鼓励员工保持高绩效的工作已经成为企业的目的。这种宽带工资制度是一种新型的可以改善或替代
42、传统的垂直的工资制度，并结合双方雇员的兴趣和商业机会联系在一起的薪酬管理模式。2、概念和应用宽带薪制度21宽带工资制度概念宽带薪酬是一个最新出现的薪酬设计系统，是为了适合于现代企业平直的组织结构和基于绩效的管理。根据美国薪酬管理社会的定义，宽带工资制度意味着改革工资结构的数量和变化幅度，从而建立包含相对较小薪水等级和相对宽广的工资变化幅度的一个工资制度，一般而言，在最大值和最小值之间的工资等级变化率在这个新体系应不少于100。一个典型的宽带工资结构的宽带工资不超过四个工资等级，同时在每个工资等级的变化率应在200甚至300。在传统的结构中，变化率变化率通常只有40至50。宽带工资制度最重要的一
43、个特点是凝结大量的工资等级的数量减少为较少的数量的宽广的等级跨度，因此形成一个新的工资管理系统和操作业务流程，以便能够保持弹性支付管理市场竞争。例如，20世纪90年代以前，IBM使用24个工资等级的工资制度，后来使用10个广泛工资等级。22宽带工资制度的优势在传统的补偿系统，员工的收入总是匹配他的行政地位或等级的，在组织中地位越高，他得到就越多。但是在使组织结构光滑的世界革命的影响下，极大地减少了企业等级，所以职位等级的机会和提升是有限的，传统的补偿制度不能起到有效的激励效果。相对于传统的工资经营模式，宽带工资制度具有如下优点首先,宽带工资制度支持平坦的组织结构。自19世纪以来，许多企业组织开
44、始通过增加平缓的组织结构来取代传统金字塔组织结构。平坦的组织结构减少了职位在企业中的数量。和减少提升机会相应的，是一个影响加薪的概率。宽带工资制度打破了严格的等级制度的维护和加强保持传统薪酬体系,并解决了这个问题。其次,宽带工资制度可以导致员工工作注重提高个人技术提高自身能力。宽带工资制度可削弱强调个人职位作用的价值,强调了职位的绩效。员工不用晋升工资也可以得到大的上升空间。例如，一个有卓越技术的技术工人也许比一个只是就职的部门经理拿到更高的报酬。鼓励部门经理在参与员工的赔偿决定的另一个好处是宽带工资结构。在传统的薪酬结构中，除了人力资源的管理人员，没有人有权利决定工资标准。然而在宽带工资制度
45、中，在很大程度上基于个别性能，人力资源管理人员可以在自己的部门里，从下属员工中得到更多关于工资的建议，甚至直接做出决策。最后,宽带工资制度能提高公司的团队精神。因为宽带工资能客观地利用位置差异削弱员工个体歧视和心理的不平衡，他帮助企业在一定程度上稳定，这对于全面提升公司的盈利能力是非常有意义的。23宽带工资制度的应用如今,宽带工资制度在欧美国家作为一种有效的薪酬管理工具已经被广泛的应用。拿通用电气为例，使用的系统十几年只有四种工资等级，包含了高级管理人员和普通员工在内。在中国，在一些知名企业运用的，如中国网通、西门子、BEIRENFUJI印刷机械有限公司，宽带工资制度作为一种新的薪酬管理方式已
46、经引起广泛的关注。BEIRENFUJI公司,作为一个案例,扩展了水平工资等级，在同一等级从最初L4等级变为各等级宽度为300的10个等级。3、设计宽带工资制度基于宽带薪酬的基本原则和在不同的业务领域的实践,特别是外国企业的成功应用的实例,总结出一些有效且可操作的设计宽带工资制度的程序。31工作分析和职位评估职业分析和职位评估是在设计宽带工资制度中的第一步,工作分析的一般用途是记录工作的要求和工作执行。而工作的评价过程,就是有系统地决定工作在组织中的相对价值的过程。这两个程序可以使位置在不同的企业内部的部门彼此间的了解,并提供基础位置补偿的设计。32确定宽带的数量在这一步骤中，宽带的数量在这整件
47、事情中应该是确定的。这一步的目标是为了定义在每个快带之间的跨度，相互之间应该是合理和清晰的，这是后面设计的基本步骤。33建立各宽带的薪酬结构在每一个工作的跨度中，每个工作的薪资结构应该是特有的，按照不同的工作职位和不同水平的员工需求依法成立，因为不同等级的分类、薪酬结构可能会因此改变。作为高级经理，他们的工作有影响企业总体盈利的能力，所以绩效薪资比例应该加强。如同核心企业的人力资源资本，这中间水平的经理在企业中提高非常重要的连接功能，因此他们的收入要确定的。使用工资差距，拓宽加值可以帮助工人生产线，提高了工作效率。34建立工资评价体系最后一步是设置一个工资评价系统，通常包含硬指标、软指标和指标
48、权重。硬指标一般指分析能力和个人能力。这是容易量化的吗评价内容的软指标经常涉及工作的行为、工作态度、工作成就等等，主要依靠定性分析吗因为很难建立一套标准客观、公正的软指标，评价标准有不可避免的主观性与不精确性。他应该采取适当的措施来解决上述问题是试着去设计各种方法和公式去使定性标准变为定量标准，提高精度。与此同时，上述工资评价标准应该是向公司的全体员工的公开的。4、宽带工资制度实施中应注意的问题尽管宽带工资制度在欧美国家近年来是很受欢迎，与传统的工资制度相比有很多好处，但它仍然不是适合所有类型的企业。在介绍宽带工资制度时这里有一些问题需要被注意到首先，企业想要使用该系统应分析产业特点和自己的条
49、件，企业为实现宽带工资制度应具备使用这种制度的几种条件,如一个完美的人力资源管理制度，有效的与光滑的通信机制和必要的技术条件，详细数据基础。其次，管理者在公司介绍新的工资系统应获得“清晰”的思想关系在绩效评估及宽带工资制度之间。宽带工资制度中的关键评价参考是组织中员工贡献尺度，使组织绩效评价指标体系的一个重要方面。宽带工资实施公司内部，若绩效评价指标体系的基础上,存在问题本身都不全面、不能正确评估员工的绩效或者体现他们的价值、不能很好的管理宽带工资制度。企业在确定使用宽带工资管理模式前应评估现有的绩效评价指标体系。第三、宽带工资制度的激励功能不是放之四海而皆准的。很明显，其理论和方法也有一定的局限性，强调只有上的横向激励，却忽视了纵向激励，这使得产量的提升变得困难。在传统薪酬管理体系中岗位是多种多样的，所以使员工的提升更简单。但是员工在宽带工资管理系统也许在其一生中得不到任何晋升机会。我们都知道，晋升是一种非常有效的激励员工的手段，造成大部分员工可能会很沮丧的是在使用宽带工资系统后只有加薪没有晋升。如何处理那些优秀的员工的晋升问题
