It is the University's policy to establish and administer salaries in line with its compensation 1 Salary Ranges 2 Newly-Hired Employees 3 Merit Increases 4 Promotion 5 Upward Reclassification 6 Lateral Transfer 7 Demotion 8 Special Salary Adjustments 9 Temporary Assignment of Responsibilities in Higher Classification 10 Rehire 11 Recall/Transfer from Layoff Status 1 Salary RangesEach salary grade has an established salary These ranges define the minimum and maximum salaries to be paid for a job， but also allow sufficient latitude for an individual to progress through the salary range as a result of merit Salary ranges are reviewed annually， and may be adjusted periodically to respond to economic and market Staff members are paid at least the minimum of the appropriate salary range， but not more than the maximum of the salary range except in special approved Staff members whose salaries are at or above the maximum of their assigned salary ranges are not eligible for regular merit They are， however， eligible to receive half of their recommended merit increase as a base building increase and the remaining half as a non-base building The salary adjustment will be based on performance and the guidelines issued by Human Resources for merit Exceptions to this policy must be requested in writing and approved by the Vice President for Finance and Administration and the Provost of the U2 Newly-Hired EmployeesThe salaries of new employees are set based on the classification of the position， the salaries paid in the market， and the applicant's education， skills， and previous related When an individual meets the minimum qualifications of the position， the salary is normally set at the minimum of the salary However， if an individual has directly related prior job experience， or if the market warrants， the salary may be established above the Starting salaries are not normally set above the midpoint of the salary Exceptions to this policy must be approved by the Manager of Compensation and C3 Merit IncreasesThe University recognizes and rewards individual performance by awarding merit The funds available for merit increases vary from year to year depending upon budgetary considerations， salaries paid in the identified marketplace and economic The University develops merit increase guidelines which establish ranges for individual merit increases based on performance Merit increases are usually awarded on an annual basis and are normally effective on July Merit increases are recommended by supervisors to Salary Coordinators and Human Resources based on the supervisor's evaluation of performance and other salary Merit increases are not subject to the grievance 4 PromotionA promotion is an authorized reassignment from one position to another position in a higher salary Upon promotion， an employee is eligible for a salary Promotion increases are determined on an individual-case basis within guidelines that range from 7 to 15 percent or the minimum of the new salary grade， whichever is Factors generally considered when determining a promotion increase are previous experience or education which might now be relevant， the salary range of the new position， internal salary relationships， and length of Promotion increases outside of the guidelines occur only in exceptional circumstances and must be approved by the Director of Personnel Services for the Central/Science campus， the Director of Human Resources for the School of Medicine， or the Director of Library Personnel Services for the L In no case shall the new salary exceed the maximum of the new salary Promotion increases are not subject to the grievance Xref: OPM 5 Upward ReclassificationWhen a position is reclassified upward into a higher salary grade as a result of a job audit， the incumbent may be eligible for a salary adjustment depending upon the position of salary within the new Such increases normally should not exceed 7 percent of current salary or the minimum of the new salary grade， whichever is In no case shall the new salary exceed the maximum of the new salary Reclassification adjustments are not subject to the grievance 6 Lateral TransferA lateral transfer is a change in job assignment within the same salary Because the assignments are in the same salary grade， the same salary range Lateral transfers do not result in a change in There are， however， certain rare situations that may justify salary adjustments， which must be requested in writing and approved in advance by the Manager of Compensation and CXref: OPM 7 DemotionA demotion is a reassignment from one position to another position in a lower salary Involuntary demotions may occur if work is eliminated， abolished or reorganized， or if a staff member is unable to perform the work satisfactorily and is involuntarily The salary for an individual who is involuntarily reassigned to a position in a lower salary grade will be established by the Manager of Compensation and Classification for the Central/Science Campus， the Senior Compensation Representative in the School of Medicine， or the Director of Library Personnel S In no case will the salary exceed the maximum of the new The salary for an individual， who， for personal reasons， chooses to take a vacant position in a lower salary grade， will be based on previous related experience and internal equity considerations and determined by the Manager of Compensation and Classification， the Senior Compensation Representative in the School of Medicine， or the Director of Library Personnel SXref: OPM 8 Special Salary AdjustmentsCertain rare and exceptional circumstances may occur from time to time that warrant special salary Such adjustments are not part of the normal compensation plan for Requests for special salary adjustments must be made in writing to the appropriate Compensation Representative and require the approval of the Manager of Compensation and C9 Temporary Assignment of Responsibilities in Higher ClassificationAdditional compensation is appropriate when an individual is assigned， in writing， a major component of a job at a higher salary grade and is held accountable for the full scope of the job on a temporary basis in the absence of another member of the All employees are expected to fill in for vacations and other short-term absences; however， when the temporary assignment exceeds 30 calendar days， additional temporary compensation is The amount of compensation will typically range between 7 to 15 percent of the employee's current base Requests for additional compensation must be made in advance and in writing to the Compensation and Classification Sections of Human Resources or Library Personnel SXref: OPM 414 and 10 RehireA former Yale employee who is rehired as a regular employee is not automatically reinstated for privileges and benefits unless returning from Rehired employees must qualify for privileges and benefits as new hires except that in certain circumstances past service may be counted for pension purposes， for the scholarship plan， and for vacation If a person is rehired into a different job classification， regardless of the length of time since the previous termination， the new starting salary is determined in the same manner as it would be for a new 11 Recall/Transfer from Layoff StatusAn employee who has been laid off and who is recalled while on layoff status for the same position in the same department， will receive the previous salary or the minimum of the salary grade， whichever is greater， with full privileges and If an employee on layoff status is offered and accepts a voluntary transfer to a different position， the salary will be determined in the same manner as it would be for a new Xref: PPP 4
1] Qigang "management of the development trend of pay"， China Business， January 12， 2004 [2]郑晓明a "modern enterprise human resources management Introduction"， Machinery Industry Press， 2002 edition [3] to the peak leaf book "examination and pay the staff management"， Enterprise Management Press， 1999 edition [4] Xinmin delirium of "design skills pay"， the Guangdong Economic Press， 2002 edition [5]丁向阳"of Chinese enterprises and the pay structure of pay" contained in the "China Human Resources Development" in 2004 the first three [6] Wang Chunxiao "equity management business to pay employees the impact of job performance" contained， "Journal of Sun Yat-sen University (Social Science Edition)"， 2006 4 [7] History of Yongchuan "Chinese enterprises pay administration Problems and Solutions，" contains "Market Forum"， in 2006 the first three [8] Zhang Yi， "On the salaries of enterprise management system，" contained， "Journal of Liaoning Institute of Administration"， 2005 2 [9] Chan， "Incentives and pay Talent Management" contained， "Journal of Liaoning Radio and Television University"， 2004 2 [10]陈思明"On the modern concept of pay administration and characteristics of" containing "Journal of Tongji University (Social Science Edition)"， 2004 2
