calculation of the sum of actual pay as a percentage of the sum of job
reference point rates. This ratio has an important part to play in the
overall pay management process. It can be used to establish how pay
policy has been implemented overall and identify differences between
parts of the organization which may indicate problems in the policy
itself or in the way it has been implemented by managers. It can also
be used to plan and control pay budgets.
Average Compa-ratio
The average compa-ratio, which is the sum of each individual's
compa-ratio divided by the number of individuals. It is therefore not
the same as a group compa-ratio which is based on the relationship
between the sums of actual rates of pay and the sums of job
reference points of pay. The average compa-ratio can therefore differ
from the group compa-ratio according to the spread of individual
compa-ratios at different job sizes. The group ratio is more frequently
used.
Interpretation of Compa-ratios
Compa-ratios establish differences between policy and practice.
The reasons for such differences need to be established. They may be
attributable to one or more of the following factors:
differences in aggregate performance levels or performance
ratings;
differences in average job tenure - average tenure may be short
when people leave the job through promotion, transfer or resignation
before they have moved far through the range and this would result
in a lower compa-ratio. Or a higher ratio may result if people tend to
remain in the job for some time;
the payment of higher rates within the range to people for
market reasons, which might require recruits to start some way up
the range;
the existence of anomalies after implementing a new pay
structure;
the rate of growth of the organization - fast-growing organization
might recruit more people towards the bottom of the range or,
conversely, may be forced to recruit people at high points in the
range because of market forces. In a more stable or stagnant
organization, however, people may generally have progressed further
up their ranges because of a lack of promotion opportunities.
Some differences may be entirely justified, others may need
action such as accelerating or decelerating increases or exercising
greater control over ratings and pay reviews.
薪资均衡指标
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