本文選題：多元化用工 + 薪酬分配　； 參考：《電子科技大學(xué)》2010年碩士論文

【摘要】： 中國人民財產(chǎn)保險股份有限公司(以下簡稱“人保財險”),自從1978年全面恢復(fù)國內(nèi)業(yè)務(wù)以來,一直在國內(nèi)保險市場處于獨(dú)家壟斷地位。直到1989年中國太平洋保險公司成立,1991年中國平安保險公司成立,人保公司才開始在全國范圍內(nèi)受到市場競爭的影響。而真正開始感受到市場競爭的沖擊,是在2001年中國加入WTO以后,中國保險市場逐漸全面放開,保險競爭主體相對迅速地增加。從1980年—2000年的二十年間,國內(nèi)開業(yè)的財產(chǎn)保險公司僅有15家,而且其中70%左右的公司只有能力在沿海區(qū)域開展業(yè)務(wù);而從2000年—2009年底的短短十年時間,國內(nèi)開業(yè)的財險公司即由15家增至51家,其中中資公司34家,絕大部分都在全國范圍內(nèi)設(shè)點(diǎn)開業(yè)。這么多的新保險公司成立,人才成為各家公司爭奪的重點(diǎn)。 本文將要研究人保財險SL支公司成立于上世紀(jì)八十年代中期,至今仍保留了國企時代的正式工與代辦員之分,并在勞動合同、薪酬、晉升機(jī)會上予以嚴(yán)格的區(qū)分。近十年來,SL支公司為應(yīng)對2003年公司的股份制改革和2008年新勞動法的實施,對公司的用工制度和薪酬分配制度進(jìn)行了兩次調(diào)整。兩次調(diào)整的結(jié)果,非但沒能提高員工的工作積極性、達(dá)到穩(wěn)定員工隊伍的作用,反而使員工的工作效率更低,員工人心渙散,離職率高居不下。 在這種情況下,本文作者提出了要探索適合人保財險SL支公司多元化用工模式下的薪酬分配方案。論文共分五個部分: 第一部分為緒論,介紹研究人保SL支公司多元化用工模式下薪酬分配的背景和意義,研究目的和研究內(nèi)容,研究方法和技術(shù)路線。 第二部分為薪酬分配與多元化用工的相關(guān)研究綜述,從國內(nèi)外的他人經(jīng)驗和理論研究的角度為探索人保SL支公司多元化用工和薪酬分配提供理論依據(jù)和實踐參考。 第三部分通過對人保SL支公司用工模式和對應(yīng)薪酬管理現(xiàn)狀介紹,及與同行業(yè)的代表公司——平安財險基層公司和永安財險基層公司用工模式和對應(yīng)薪酬管理現(xiàn)狀的進(jìn)行比較,提出人保SL支公司用工模式和薪酬管理現(xiàn)狀主要存在的問題。 第四部分為人保財險SL支公司薪酬分配改革方案的探索,包括改革的方向和模式,步驟、途徑和關(guān)鍵問題等。 第五部分是結(jié)論及展望。
[Abstract]:China people's property Insurance Co., Ltd. (hereinafter referred to as PICC) has been in the exclusive monopoly position in the domestic insurance market since the resumption of domestic business in 1978. It was not until the establishment of China Pacific Insurance Company in 1989 and Ping an Insurance Company of China in 1991 that PICC began to be affected by market competition nationwide. After China joined WTO in 2001, the insurance market in China gradually opened up in an all-round way, and the main body of insurance competition increased relatively rapidly. During the 20 years from 1980 to 2000, there were only 15 property insurance companies operating in the country, and about 70 per cent of them were only able to operate in coastal areas, compared with a short period of 10 years from the end of 2000 to 2009. The number of property insurance companies operating in China has increased from 15 to 51, of which 34 are Chinese companies, most of which are set up nationwide. So many new insurance companies set up, talent has become the focus of competition between companies. This paper will study the property insurance SL branch company was established in the mid-1980s, still retains the state-owned enterprise era of the official and agent, and in the labor contract, salary, promotion opportunities to give a strict distinction. In the past ten years, in order to deal with the reform of stock system in 2003 and the implementation of the new labor law in 2008, the company has made two adjustments to its employment system and salary distribution system. The results of the two adjustments have not only failed to improve the work enthusiasm of the employees and achieved the role of stabilizing the staff team, but also made the work efficiency of the employees lower, the staff lose their hearts and minds, and the turnover rate is high. In this case, the author proposes to explore the salary allocation scheme suitable for the plural employment mode of PICC SL branch company. The thesis is divided into five parts: The first part is the introduction, which introduces the background and significance of the research on the salary distribution under the diversified employment mode of the SL branch company of PICC, the purpose and content of the research, the research methods and the technical route. The second part is a summary of the related research on salary distribution and diversified employment, which provides theoretical basis and practical reference for exploring diversified employment and salary distribution of PICC SL branch company from the perspective of other people's experience and theoretical research at home and abroad. The third part introduces the employment mode and corresponding salary management status of PICC SL branch company, and compares it with Ping an property Insurance Grass-roots Company and Yongan property Insurance Grass-roots Company and the corresponding salary Management status quo. The main problems of employment mode and salary management of PICC SL branch company are put forward. The fourth part is the exploration of the salary distribution reform scheme of PICC SL branch company, including the direction and mode, steps, approaches and key issues of the reform. The fifth part is the conclusion and prospect.
【學(xué)位授予單位】：電子科技大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2010
【分類號】：F272.92;F842

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本文編號：1841594