As is known to all, the organizatio

众所周知，工资的组织和管理非常复杂。<br>一般来说，会计部门负责工资的计算，而人事部则对与雇员进行工资讨论感兴趣。<br>如果公司想采用新的工资和薪金结构，则必须决定工作评估方法和衡量员工绩效的方法。为了获得成功，新的薪酬结构将需要工会与雇主之间达成协议。<br>在工作评估中，每个工作的所有要求都在详细的工作描述中定义。这些要求中的每一个都有一个通常以“点”为单位的值，将这些值加在一起即可得出该工作的总价值。对于中高级管理人员，可以使用一种特殊的方法来评估管理人员的工作知识，职责和解决问题的能力。<br>但是，由于难以衡量管理工作，因此通常不参考基于分数的评估系统来确定经理的工作等级。<br>在设计薪酬系统时，人事部门应将每个职位的价值与就业市场中的职位进行比较。它还应考虑经济因素，例如生活费用和劳动力供应。<br>有必要使工作的报酬随工作方式的不同而变化。在简单地衡量完成的工作的地方，如动手完成的工作，通常会选择金钱鼓励方案；对于难以衡量的间接工人，则采用额外付款的方法。

As is known to all, the organization and management of wages and salaries are very complex.<br>Generally speaking, the Accounts Department is responsible for calculations of pay, while the Personnel Department(人事部) is interested in discussions with the employees about pay.<br>If a firm wants to adopt a new wage and salary structure, it is essential that the firm should decide on a method of job evaluation(估价) and ways of measuring the performance of its employees. In order to be successful, that new pay structure will need agreement between Trade Unions and employers.<br>In job evaluation, all the requirements of each job are defined in a detailed job description. Each of those requirements is given a value, usually in “points”, which are added together to give a total value for the job. For middle and higher management, a special method is used to evaluate managers on their knowledge of the job, their responsibility, and their ability to solve problems.<br>Because of the difficulty in measuring management work, however, job grades for managers are often decided without reference to an evaluation system based on points.<br>In attempting to design a pay system, the Personnel Department should compare the value of each job with those in the job market. It should also consider economic factors such as the cost of living and the labor supply.<br>It is necessary that payment for a job should vary with any differences in the way that the job is performed. Where it is simply to measure the work done, as in the work done with the hands, monetary encouragement schemes are often chosen; for indirect workers, where measurement is difficult, methods of additional payments are employed.

众所周知，工资薪金的组织管理非常复杂。<br>一般来说，会计部负责计算薪酬，人事部则有意与员工讨论薪酬问题。<br>如果一个公司想要采用一种新的工资和薪金结构，公司必须决定一种工作评价的方法和衡量其雇员业绩的方法。为了取得成功，新的薪酬结构需要工会和雇主达成协议。<br>在工作评估中，每个工作的所有要求都在一个详细的工作描述中定义。这些要求中的每一项都有一个值，通常用“点”表示，这些值加在一起就是工作的总价值。对于中高层管理者，用一种特殊的方法来评价管理者的工作知识、责任心和解决问题的能力。<br>然而，由于管理工作难以衡量，管理者的工作等级往往没有参考基于分数的评价体系。<br>在试图设计一个薪酬体系时，人事部门应该将每一份工作的价值与就业市场上的价值进行比较。它还应考虑生活成本和劳动力供给等经济因素。<br>有必要对一项工作的报酬应随工作执行方式的任何不同而有所不同。在简单地衡量已完成的工作的情况下，如用手完成的工作，通常会选择货币鼓励计划；对于难以计量的间接工人，则采用额外付款的方法。