大师作文网高分悬赏翻译下列一段话（要语句通顺噢）
来源：学生作业帮 编辑：大师作文网作业帮 分类：综合作业 时间：2024/11/19 12:44:47
高分悬赏翻译下列一段话（要语句通顺噢）
Who gets what? Determining appropriate compensation is one of most difficult tasks facing any manager, but it is especially difficult for those who run nonprofits. The problem is as fundamental as it is familiar—too many needs and too few resources.
Salary decisions involve much more than dollars and cents. They force management to ask basic questions about an individual’s real worth to an organization. Those in turn can have profound implications for the employee’s sense of self-worth. Inevitably, compensation is a highly-charged issue for everyone concerned.
Among the many factors that must be weighed are the difficulty, importance, and responsibility of a position; the employee’s skills, seniority, and salary history; the demands and needs of other employees; market conditions; and the agency’s financial situation.
Balancing these sometimes conflicting considerations is not a pleasant job. Many nonprofit managers, who feel uncomfortable mediating between their social mission and material concerns, would prefer to ignore the issue altogether. As a consequence, salary matters are confronted only when absolutely necessary, and hot very rigorously.
Blut the absence of a systematic salary policy is a major impediment to productivity. It leads to unease on the part of employees, and it robs management of necessary control over what is probably the agency’s biggest expenditure.
Dleveloping an effective salary program must be an integral part of any organization’s personnel policies, and those policies must reflect the particular nature of the organization and its goals. Simply put, you need to know what your agency’s primary objectives are in order to determine which positions are most critical and which employees will get paid the most.
While there may be significant differences in the salary systems of public and private agencies, many of the challenges they face are the same. In general, the public sector uses a highly structured pay system with automatic administrative mechanisms; the private sector tends to favor systems that emphasize merit. Both approaches work, but each requires continuous attention and periodic overhauls.
Put your basic compensation policies in writing before making decisions about anyon’s pay.
Even if your agency employs only a handful of people, it is important to think about the role you want money to play in attracting and retaining the best workers. Put your ideas down in writing as a starting point for discussion. Subsequent documents may evolve into formal policy statements, or they may simply remain in the executive director’s desk for reference when specific decisions have to be checked for compliance with the intended policy.
Who gets what? Determining appropriate compensation is one of most difficult tasks facing any manager, but it is especially difficult for those who run nonprofits. The problem is as fundamental as it is familiar—too many needs and too few resources.
Salary decisions involve much more than dollars and cents. They force management to ask basic questions about an individual’s real worth to an organization. Those in turn can have profound implications for the employee’s sense of self-worth. Inevitably, compensation is a highly-charged issue for everyone concerned.
Among the many factors that must be weighed are the difficulty, importance, and responsibility of a position; the employee’s skills, seniority, and salary history; the demands and needs of other employees; market conditions; and the agency’s financial situation.
Balancing these sometimes conflicting considerations is not a pleasant job. Many nonprofit managers, who feel uncomfortable mediating between their social mission and material concerns, would prefer to ignore the issue altogether. As a consequence, salary matters are confronted only when absolutely necessary, and hot very rigorously.
Blut the absence of a systematic salary policy is a major impediment to productivity. It leads to unease on the part of employees, and it robs management of necessary control over what is probably the agency’s biggest expenditure.
Dleveloping an effective salary program must be an integral part of any organization’s personnel policies, and those policies must reflect the particular nature of the organization and its goals. Simply put, you need to know what your agency’s primary objectives are in order to determine which positions are most critical and which employees will get paid the most.
While there may be significant differences in the salary systems of public and private agencies, many of the challenges they face are the same. In general, the public sector uses a highly structured pay system with automatic administrative mechanisms; the private sector tends to favor systems that emphasize merit. Both approaches work, but each requires continuous attention and periodic overhauls.
Put your basic compensation policies in writing before making decisions about anyon’s pay.
Even if your agency employs only a handful of people, it is important to think about the role you want money to play in attracting and retaining the best workers. Put your ideas down in writing as a starting point for discussion. Subsequent documents may evolve into formal policy statements, or they may simply remain in the executive director’s desk for reference when specific decisions have to be checked for compliance with the intended policy.
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