下载文档原格式
劳务报酬的英文专业术语The Professional Terminology of Labor RemunerationIntroductionIn the field of labor remuneration, there are various professional terminologies that are commonly used to describe and define the payments provided for services rendered. These terminologies are crucial in ensuring accurate communication and understanding among employers, employees, and practitioners in the field. This article aims to explore and explain the key professional terminologies related to labor remuneration in the English language, their meanings, and their usage.1. CompensationCompensation refers to the monetary and non-monetary benefits that an employee receives in exchange for their services. It includes the base salary, bonuses, allowances, and other financial incentives provided by the employer. Compensation is typically determined based on factors such as job responsibilities, experience, and performance.2. WageWage is the payment provided to employees for the work they have completed within a specific period, usually calculated on an hourly basis. It is commonly used for positions such as hourly workers, factory workers, or manual laborers. Wages can vary based on factors such as skill level, industry, and location.3. SalarySalary refers to a fixed amount of money paid to an employee on a regular basis, typically monthly or annually. It is commonly associated with white-collar jobs that require specialized skills or expertise. The salary amount is predetermined and does not change based on the number of hours worked.4. Overtime PayOvertime pay is the additional compensation provided to employees for working beyond their regular working hours. It is usually calculated as a premium rate, often 1.5 or 2 times the regular rate. Overtime pay encourages employees to work extra hours and compensates them for the additional time and effort they contribute.5. CommissionCommission is a form of compensation that is directly tied to an employee's sales performance. It is typically a percentage of the sales revenue generated by the employee. Commission-based payment structures are commonly used in fields such as sales, real estate, and financial services.6. BonusA bonus is an additional payment provided to employees based on their performance, achievements, or company profits. It is often given as an incentive for exceptional work, meeting or exceeding goals, or contributing to the overall success of the organization. Bonuses can be provided periodically, such as annually or quarterly, or as a one-time reward.7. BenefitsBenefits refer to the non-monetary compensation provided to employees as part of their overall remuneration package. These can include health insurance, retirement plans, paid leave, flexible working hours, employee discounts, and other perks. Benefits are designed to support employees' well-being, work-life balance, and long-term financial security.8. Severance PaySeverance pay is the compensation provided to an employee when their employment is terminated, usually due to layoff or redundancy. It is intended to provide financial support during the transition period and to compensate for the loss of employment. Severance pay is often calculated based on the employee's years of service.ConclusionUnderstanding the professional terminologies related to labor remuneration is essential for both employers and employees in order to ensure clear and effective communication regarding compensation and benefits. The terminologies discussed in this article provide a foundation for comprehending and discussing various aspects of labor remuneration in the English language. By using these terminologies accurately, employers can effectively attract, motivate, and retain talented employees, while employees can better understand and advocate for fair and competitive remuneration packages.。
薪酬管理专业术语（中英文对照）1.薪酬管理总论报酬:(reward)薪酬:(compensation)总薪酬:(total compensation)薪酬管理:(compensation administration)直接薪酬:(direct compensation)间接薪酬:(indirect compensation)基本薪酬:(basic pay)可变薪酬:(variable pay)员工福利:(employee benefit)人力资源管理:(human resource management)2.战略性薪酬管理经营战略:(business strategy)竞争战略:(competition strategy)战略性薪酬管理:(strategic compensation administration)全面薪酬战略:(total compensation strategy)全面报酬战略:(total reward strategy)3.职位薪酬体系与职位评价职位薪酬:(job-based pay)职位分析:(job analysis)职位描述:(job description)职位规范:(job specification)职位评价:(job evaluation)报酬要素:(compensable factor)排序法:(ranking method)分类法:(classification method)要素计点法:(point -factor method)职位结构:(job structure)要素比较法:(factor comparison method)4.技能和能力薪酬体系深度技能:(depth skill)广度技能:(breadth skill)工作设计:(job design)技能等级:(skill level)技能认证:(skill certification)技能薪酬体系:(skill-based pay system)胜任能力:(competency)胜任能力模型:(competency model)能力薪酬:(competency-based pay)5. 薪酬水平及其外部竞争性薪酬水平:(pay level)外部竞争性:(external competitiveness)薪酬领袖政策:(lead policy)市场追随政策:(match policy)拖后政策:(lag policy)混合政策:(hybrid policy)劳动力市场:(labor market)薪酬调查:(total compensation survey)工作搜寻理论:(job search theory)信号模型理论:(signaling theory)补偿性工资差别理论:(compensating differentials theory)效率工资理论:(efficiency wage theory)保留工资理论:(reservation wage theory)6.薪酬结构设计薪酬结构:(pay structure)薪酬内部一致性:(internal consistency)薪酬区间中值:(midpoint of grade)薪酬比较比率:(compa-ratio)薪酬区间渗透度:(range penetration)薪酬区间叠幅:(range overlap)薪酬中值极差:(midpoint difference)宽带型薪酬结构:(broad-banding structure)薪酬变动范围(区间）: (salary range)7.绩效奖励与认可计划利润分享计划:(profit sharing plans)收益分享计划:(gain sharing plans)成功分享计划:(success sharing plans)股票所有权计划:(stock owns plans)标准工时计划:(standard hour plan)员工持股计划:(ESOP)绩效加薪:(merit pay)一次性奖金:(lump sum bonus)绩效奖励计划:(pay for performance plans)个人绩效奖励计划:(individual incentive plans)群体绩效奖励计划:(group incentive plans)提案建议制度:(suggestion system)特殊绩效认可计划:(special performance recognizing plans)直接计件工资计划:(straight piece rate plan)差额计件工资计划:(differential piece rate plan) 8.员工福利管理员工福利:(employee benefit)法定社会保险:(social insurance)养老保险:(pension benefit)失业保险:(unemployment insurance)医疗保险:(medical insurance)工伤保险:(injury insurance)员工服务福利:(employee services)弹性福利计划:(flexible benefit plans)福利规划:(benefit planning)福利沟通:(benefit communication)生育保险:(maternity insurance)福利管理:(benefit administration)生育保险:(maternity insurance)福利管理:(benefit administration)企业补充养老金计划:(complementary pension plans)团体人寿保险计划:(group life insurance plans)健康医疗保险计划:(health care insurance plans) 9.特殊员工群体的薪酬管理特殊员工群体:(special groups)销售人员:(sales force)专业技术人员:(professionals)外派员工:(expatriate)管理人员:(manager)佣金制:(commission system)成熟曲线:(maturity curve)双重职业发展通道:(dual career path)10.薪酬预算、控制与沟通薪酬预算:(total compensation budget)宏观接近法:(macro-approach method)微观接近法:(micro-approach method)薪酬控制:(compensation control)薪酬沟通:(compensation communication)。
1.薪酬管理总论报酬:(reward)薪酬:(compensation)总薪酬:(total compensation)薪酬管理:(compensation administration)直接薪酬:(direct compensation)间接薪酬:(indirect compensation)基本薪酬:(basic pay)可变薪酬:(variable pay)员工福利:(employee benefit)人力资源管理:(human resource management)2.战略性薪酬管理经营战略:(business strategy)竞争战略:(competition strategy)战略性薪酬管理:(strategic compensation administration)全面薪酬战略:(total compensation strategy)全面报酬战略:(total reward strategy)3.职位薪酬体系与职位评价职位薪酬:(job-based pay)职位分析:(job analysis)职位描述:(job description)职位规范:(job specification)职位评价:(job evaluation)报酬要素:(compensable factor)排序法:(ranking method)分类法:(classification method)要素计点法:(point -factor method)职位结构:(job structure)要素比较法:(factor comparison method)4.技能和能力薪酬体系深度技能:(depth skill)广度技能:(breadth skill)工作设计:(job design)技能等级:(skill level)技能认证:(skill certification)技能薪酬体系:(skill-based pay system)胜任能力:(competency)胜任能力模型:(competency model)能力薪酬:(competency-based pay)5. 薪酬水平及其外部竞争性薪酬水平:(pay level)外部竞争性:(external competitiveness)薪酬领袖政策:(lead policy)市场追随政策:(match policy)拖后政策:(lag policy)混合政策:(hybrid policy)劳动力市场:(labor market)薪酬调查:(total compensation survey)工作搜寻理论:(job search theory)信号模型理论:(signaling theory)补偿性工资差别理论:(compensating differentials theory)效率工资理论:(efficiency wage theory)保留工资理论:(reservation wage theory)6.薪酬结构设计薪酬结构:(pay structure)薪酬内部一致性:(internal consistency)薪酬区间中值:(midpoint of grade)薪酬比较比率:(compa-ratio)薪酬区间渗透度:(range penetration)薪酬区间叠幅:(range overlap)薪酬中值极差:(midpoint difference)宽带型薪酬结构:(broad-banding structure)薪酬变动范围(区间）: (salary range)7.绩效奖励与认可计划利润分享计划:(profit sharing plans)收益分享计划:(gain sharing plans)成功分享计划:(success sharing plans)股票所有权计划:(stock owns plans)标准工时计划:(standard hour plan)员工持股计划:(ESOP)绩效加薪:(merit pay)一次性奖金:(lump sum bonus)绩效奖励计划:(pay for performance plans)个人绩效奖励计划:(individual incentive plans)群体绩效奖励计划:(group incentive plans)提案建议制度:(suggestion system)特殊绩效认可计划:(special performance recognizing plans)直接计件工资计划:(straight piece rate plan)差额计件工资计划:(differential piece rate plan) 8.员工福利管理员工福利:(employee benefit)法定社会保险:(social insurance)养老保险:(pension benefit)失业保险:(unemployment insurance)医疗保险:(medical insurance)工伤保险:(injury insurance)员工服务福利:(employee services)弹性福利计划:(flexible benefit plans)福利规划:(benefit planning)福利沟通:(benefit communication)生育保险:(maternity insurance)福利管理:(benefit administration)生育保险:(maternity insurance)福利管理:(benefit administration)企业补充养老金计划:(complementary pension plans)团体人寿保险计划:(group life insurance plans)健康医疗保险计划:(health care insurance plans) 9.特殊员工群体的薪酬管理特殊员工群体:(special groups)销售人员:(sales force)专业技术人员:(professionals)外派员工:(expatriate)管理人员:(manager)佣金制:(commission system)成熟曲线:(maturity curve)双重职业发展通道:(dual career path)10.薪酬预算、控制与沟通薪酬预算:(total compensation budget)宏观接近法:(macro-approach method)微观接近法:(micro-approach method)薪酬控制:(compensation control)薪酬沟通:(compensation communication)。
HRM-20条薪酬管理关键词薪酬管理，不是工资核算；薪酬管理，不是闭门造车；若感觉太过理论，可能是因为用的较少。
所谓关键词，即“keywords”，最关键、最常用词，特梳理共享，不当之处，欢迎交流。
1.报酬（reward）：通常情况下，我们将一位员工因为为某一个组织工作而获得的所有各种他认为有价值的东西称之为报酬。
2.薪酬（compensation）：薪酬乃报酬的一部分，薪酬是员工因向所在的组织提供劳务而获得的各种形式的酬劳。
狭义的薪酬指货币和可以转化为货币的报酬。
广义的薪酬除了包括狭义的薪酬以外，还包括获得的各种非货币形式的满足。
3.绩效考核（performance assessment）：绩效考核乃薪酬管理战略伙伴，绩效考核也称成绩或成果测评，绩效考核是企业为了实现生产经营目的，运用特定的标准和指标，采取科学的方法，对承担生产经营过程及结果的各级管理人员完成指定任务的工作实绩和由此带来的诸多效果做出价值判断的过程。
绩效管理和薪酬管理能否完美结合也是薪酬管理的一大难题。
绩效奖励一般分为绩效加薪、一次性奖金、周期薪资浮动、特殊绩效认可等方式，其中特殊绩效认可方式往往取得较为显著成绩，2011年奥康“神奇任务”所创造业绩不容小视。
4.基本薪酬（basic pay）：基本薪酬指一个组织根据员工所承担或完成的工作本身或者是员工所具备的完成工作的技能或能力而向员工支付的稳定性报酬5.可变薪酬（variable pay）：可变薪酬是薪酬体系中与绩效直接挂钩的经济性报酬，有时也被称为浮动薪酬或奖金。
6.间接薪酬（indirect compensation）：间接薪酬又称福利薪酬，是指员工作为企业成员所享有的、企业为员工将来的退休生活及一些可能发生的不测事件(如疾病、事故)等所提供的经济保障，其费用部分或全部由企业承担。
7.加班费（overtime pay）：指劳动者按照用人单位生产和工作的需要在规定工作时间之外继续生产劳动或者工作所获得的劳动报酬。
关于工作报酬和福利的英语英文回答：Compensation and Benefits.Compensation and benefits are essential components of any employment relationship. Compensation includes allforms of payment to employees for their work, such as wages, salaries, bonuses, and commissions. Benefits are non-monetary forms of compensation, such as health insurance, retirement plans, and paid time off.There are several key considerations when it comes to compensation and benefits. These include:Fairness: Compensation and benefits should be fair and equitable, both internally within the organization and externally compared to similar positions in the market.Competitiveness: Compensation and benefits packagesshould be competitive in order to attract and retain top talent.Cost: Organizations need to carefully consider the cost of compensation and benefits when determining their overall compensation strategy.Flexibility: Compensation and benefits packages should be flexible to accommodate the needs of individual employees and the changing demands of the business.Compliance: Compensation and benefits plans must comply with applicable laws and regulations.There are a variety of different compensation and benefit structures that organizations can use. These include:Base pay: This is the fixed amount of compensationthat an employee receives for their work.Variable pay: This is compensation that is tied toperformance or other factors, such as bonuses and commissions.Benefits: These are non-monetary forms of compensation, such as health insurance, retirement plans, and paid time off.Perquisites: These are special privileges or benefits that are granted to certain employees, such as company cars or executive bonuses.The mix of compensation and benefits that anorganization offers will vary depending on a number of factors, such as the industry, the size of the company, and the specific needs of the employees.中文回答：工作报酬和福利。
薪酬的内涵
薪酬（Compensation）是指雇员因根据要求完成工作而得到的内在和外在的回报。
其实薪酬的实质反映的是一种公正的交易或交换关系，体现了雇佣双方为得到某种想要的东西而付出的代价。
在这种交换关系中，雇员为获得期望的酬劳付出了自己的劳动投入，企业把薪酬作为员工根据要求供应学问和技能的酬劳。
薪酬可以分为两类：外在薪酬（Extrinsic compensation）和内在薪酬（Intrinsic compensation）。
外在薪酬是指雇员因根据要求完成工作而得到的经济回报，包括货币回报和非货币回报。
内在薪酬是雇员在工作中形成的心理思维和感受，例如对工作的胜任感、成就感、责任感、受重视、有影响力、个人成长和富有价值的贡献等。
员工会通过评估上述两类酬劳，推断他们的努力是否得到了企业的充分认可和回报。
员工和企业都倾向于重视外在薪酬，由于这类酬劳比较简单衡量和在不同个人、工种和组织之间进行比较。
相反，内在薪酬是难以进行清楚的定义、争论、比较和谈判的。
但是，这不能作为因此我们就忽视内在薪酬的理由，恰恰相反，内在薪酬是隐蔽在水下的冰山，是造成员工埋怨和心情的深层缘由所在，员工有时会以要求提高外在薪酬的方式来弥补他们对内在薪酬不
足的不满。
Compensation-《报酬》，关于团队报酬的文章首先，本人不是英语专业的，翻译肯定不好出处： /pdfs/Compensation.pdf下面是翻译：一份出色完成的工作应该被授予一个适当的奖励，对吧？但是在一个合作性的团体成功中，像敏捷开发，你可以在没有破坏团队士气和生产力的情况下，单独区分判断个人的功劳吗？当是时候分馅饼的时候，正义会永远被人们提供出来吗？或者，你能让你的组员在缺失公平的情况下，留下来吗？（Or will your team members be left with UNJUST DESERTS?） (The team had done an incredible job, and they knew it)这个小组完成了一份难以置信的工作，并且他们也知道这一点。
一步步，他们建立起一个新的软件产品，并且，当最后的期限来到的时候，所有该运行的事情，都在完美的工作当中。
在一个下午的庆祝会上，部门副经理感谢每一个成员的贡献，每一个成员想到他们六个月以来经历的痛心的时刻，他们都互相道贺。
The Moring After隔天早上，团队的研发项目经理（Sue）（the team's Scrum Master）在开发管理员（develogpment manager）Dave的电话提醒下，发现了长期忽略的邮件。
然后他说：“Sue，你的团队完成了出色的工作！（I've been waiting for the product lauch before I bothered you with this，but the appraisal deadline is next week)虽然在产品发布前我一直在等待，不拿评估这件事烦你，但是评估的最后限期就在下个星期。
我需要你对每个成员的评估。
并且可以的话，我希望你能把你的组员作一个排名，从谁贡献最多，到谁贡献最少的排名。
“Sue的世界不停的缩小，让她几乎可以听到空气流动。
企业管理compensation企业管理中的compensation是指薪酬或补偿的管理，是企业人力资源管理中不可或缺的一部分。
薪酬制度是企业内部编制的有关人员薪酬与补偿的规定和设施，其目的在于激励员工在工作中进行更多的创新和进步，从而提高企业的效率和绩效。
企业的薪酬结构应该根据员工的工作性质和背景制定，以确保员工的工资水平公正合理。
在制定薪酬结构时，企业应考虑员工的教育背景、专业知识和经验、行业和公司的市场竞争情况、公司的经营状况和员工的绩效贡献等方面因素。
它是人力资源管理的一个重要的手段，甚至影响到企业的稳定发展。
企业薪酬激励制度应具有以下特点：1. 公正性：薪酬制度应该公正合理，确保同样的工作得到同样的酬报，不同等级职位之间保持适当的差距，避免出现“同酬不同劳”或“同劳不同酬”的现象。
2. 有效性：薪酬激励制度应具有针对性和激励作用，以鼓励员工创新和进步，在工作上积极主动，以创造价值提高企业效益。
3. 动态性：薪酬制度应该随着企业的发展和变化不断调整和改进，以适应企业的需要和市场的变化。
企业薪酬管理策略应结合组织的人力资源战略、商业战略等来实现人力资源管理的目标。
在策略制定过程中需考虑到企业人力资源政策、市场竞争环境和现有的人力资源搭配等方面因素，最终制定出符合企业实际和市场需求的薪酬管理策略。
企业薪酬管理还包括以下方面：1. 工资制度设计：基于企业的规模、行业属性、销售与营收等实际情况，设计适合企业的工资制度。
2. 绩效考核和激励：基于工作岗位、员工职责，制定相应的Key Performance Indicator（KPI）和评价标准，以提高员工的工作效率和生产力，同时激励员工不断进步。
3. 福利制度设计：制定符合员工实际需要和公司能够承担的福利政策，以增强员工的职业满意度和忠诚度。
4. 风险防范：尽可能避免非法招聘或雇佣员工，减少企业在薪酬管理过程中可能产生的风险和不安全因素。
综上所述，企业的薪酬管理是企业人力资源管理中不可或缺的一部分，是企业引导和激励员工持续产出的基础。
