英语翻译BroadbandingAnother trend today is for employers to redu

英语翻译
Broadbanding
Another trend today is for employers to reduce their salary grades and ranges from 10 or more down to 3 or 5,a process called broadbanding.Broadbanding means collapsing salary grades and ranges into just a few wide levels or “band”,each of which contains are relatively wide range of jobs and salary levels.Thus,instead of having,say,10 salary grades each of which contains a salary range of,say,$15,000,the firm might collapse the 10 grades into 3 broad bands,each with a set of jobs such that the difference between the lowest—and highest—paid jobs might be $40,000 or more.One survey found that almost one third of the 3,400 employers responding said they had adopted a broadbanding approach or were considering doing so.Companies “broadband” for several reasons,most often to support overall organizational and strategic changes:For example,the broadbanding in one British company was aimed to support a new cost—cutting strategy and consequent flattening and downsizing of the organization.
Broadbanding’s basic advantage is that it injects greater flexibility into employee compensation.Broadbanding is especially sensible where firms flatten their hierarchies and organize into self-managing teams.The new,broad salary bands can include both supervisors and subordinates and can also facilitate moving employees slightly up or down along the pay scale,without bumping the person into a new salary range(which might require accompanying promotional raises or demotional pay cuts).For example,the employees who needs to spend time in a lower—level job to develop a certain skill set can receive higher—than—usual pay for the work,a circumstance considered impossible under traditional pay systems.
Broadbanding also facilitates the sorts of less —specialized “boundaryless” jobs and organizations being embraced by many firms like general electric.Less specialization and more participations in cross-departmental processes generally mean enlarged duties or capabilities and more possibilities for alternative career tracks ; broader,more inclusive salary bands facilitate this.one expert argues that traditional quantitative evaluation plans actually reward unadaptability .the argument here is that traditional quantitative evaluation plans actually reward unadaptability.the argument here is that being slotted into a job that is highly routine as defined by a compensable factor such as “know-how”is unlikely to encourage job incumbents to think independently or be flexible.instead.the tendency may be for workers to concentrate on the specific,routine jobs to which they are assigned and for which they are rewarded.

宽频
另外的一个趋势今天是让雇主减少他们的薪水分等而且范围从 10 或更下来排到 3 或 5,一个程序叫做宽频.宽频方法崩溃薪水等级和范围进入仅仅一些之内广阔地消除或 " 乐团 ",每个包含是工作和薪水水平的相对宽范围.因此,取而代之的是有,说,哪一包含,的薪水范围的每个 10 薪水等级说,$15,000,公司可能进入 3条宽广的乐团之内崩溃 10 等级,每个以一组工作以致于不同在最低的之间- 和最高的- 支付工作可能是 $40,000 或较多的.一个被发现被说他们已经采用宽频方式或者正在考虑这么做的几乎三分之一 3,400个雇主回应的调查.为一些理由的公司 " 宽频 ",最时常支援全部的组织和策略的变化:举例来说,一家英国公司的那个宽频被打算支援新的减低成本策略和接连发生的事情变平而且组织的小型化.
Broadbanding's 的基本利益是它注射较棒的柔性进职员酬劳之内.宽频尤其有感觉公司进入自我管理的队之内将他们的阶级组织变平而且组织哪里.新又宽广的薪水乐团能包括管理者和属下而且也能沿着薪资刻度促进些微地向上移动职员或 落,不碰撞人进一个新的薪水范围之内.( 可能需要陪伴增进的举起或 demotional 减薪) 举例来说,需要花费在一个低- 水平工作中的时间发展被设定的特定技术的职员能更高地接受- 超过- 平常的薪资对于工作,在传统的薪资系统之下的不可能的考虑过的一个环境.
宽频也促进那种比较少量特殊化的 " 无边界的 " 工作和被许多像一般的电公司拥抱的组织.比较少的特别化和较多的参与跨部门别的程序通常为其它可能的事业轨道意谓扩大责任或能力和较多的可能性 ; 比较宽广又比较包含在内的薪水乐团促进这.一个专家争论传统的数量评估计划实际上奖赏不适应性.争论这里是,传统的数量评估计划实际上奖赏 unadaptability.the 争论这里是被留细长的孔进入一个高度地是如此的如一个可补偿的因素所定义的常式工作之内如 " 实际知识 " 不可能鼓励工作领圣职的俸禄牧师独立思考或是 flexible.instead.the 趋向可能是让工人专注于特性,他们被分配的常式工作和他们被奖赏.