【摘要】：隨著我國汽車行業(yè)的快速發(fā)展,汽車零配件行業(yè)也在逐漸壯大。良好的整車銷售市場給汽車零配件企業(yè)帶來機(jī)遇的同時(shí),也帶來了挑戰(zhàn)和危機(jī)。不斷增加的生產(chǎn)訂單需求,使有實(shí)力的汽車零配件企業(yè)不斷擴(kuò)充生產(chǎn)線,研發(fā)新型產(chǎn)品,以快速提升企業(yè)的市場占用率。在生產(chǎn)、經(jīng)營規(guī)模快速擴(kuò)張的情形下,企業(yè)需要招聘大量的人員,以滿足自身發(fā)展需求,且企業(yè)的招聘儲員已不再僅僅滿足于人員數(shù)量的充足,也對人員素質(zhì)提出了更高的要求。在汽車零配件企業(yè)中,從事產(chǎn)品設(shè)計(jì)開發(fā)、工藝過程控制、工藝流程優(yōu)化、系統(tǒng)分析、樣件試驗(yàn)、質(zhì)量檢測、設(shè)備維護(hù)等技術(shù)崗位人員,是公司技術(shù)革新的主力軍,也是汽車相關(guān)行業(yè)的緊缺人才,在技術(shù)人員缺口較大的市場環(huán)境中,優(yōu)秀的技術(shù)人員已然成為相關(guān)企業(yè)間爭相競爭的核心資源。吸引并留住這些核心人才,是企業(yè)人力資源管理中的重要課題。薪酬作為員工向所在的組織提供勞務(wù)而獲得的各種形式的酬勞,是一種吸引、留住及激勵員工的重要手段。對企業(yè)而言,員工薪酬不僅是公司財(cái)務(wù)成本的一部分,還是公司人力資源投資的重要組成部分,它直接影響了何種素質(zhì)水平的員工會被吸引并被保留,也在很大程度上決定了員工的工作積極性,進(jìn)而影響企業(yè)經(jīng)營目標(biāo)的實(shí)現(xiàn)。而薪酬對于員工而言,不僅是個(gè)人及家庭的生活水平的保障,更是自身才能、價(jià)值和貢獻(xiàn)的一種物質(zhì)體現(xiàn)。薪酬管理作為企業(yè)人力資源管理的一項(xiàng)重要職能活動,不僅是一門藝術(shù),還是一門科學(xué),它間接影響了企業(yè)戰(zhàn)略管理活動,因而薪酬設(shè)計(jì)除需綜合考慮企業(yè)控制成本因素外,還需協(xié)助企業(yè)有效吸引、保留及激勵員工。尤其對于企業(yè)的核心技術(shù)人員,他們一般具有良好的文化素養(yǎng),喜歡具有挑戰(zhàn)性的工作,熱衷于實(shí)現(xiàn)自身價(jià)值。因而設(shè)計(jì)這類人的薪酬模式需結(jié)合他們的特征,充分發(fā)揮并挖掘其工作積極性和熱情。傳統(tǒng)的薪酬設(shè)計(jì)模式大多基于崗位、資歷或績效等單一因素來確定員工工資,在基于崗位的薪酬模式中,員工薪資的高低直接取決于所在崗位,在扁平化組織結(jié)構(gòu)中,晉升職位有限,那么員工工資的增幅也將受限。在基于資歷的薪酬模式中,員工薪資的高低與員工工齡相關(guān),這將打擊年輕員工工作積極性,也可能滋生一些老員工倚老賣老的不良現(xiàn)象。而基于績效的薪酬模式,員工薪資與業(yè)績直接掛鉤,員工往往只關(guān)注結(jié)果而不顧過程,容易使員工只顧眼前利益,而不注重企業(yè)的可持續(xù)發(fā)展。為避免以上情況發(fā)生,本文引入勝任力模型的概念,綜合企業(yè)實(shí)際文化、經(jīng)營狀態(tài)、員工工作性質(zhì)、員工崗位特性等因素,將能區(qū)分員工優(yōu)秀績效和一般績效的要素進(jìn)行歸納區(qū)分,通過科學(xué)的收集、分析和整合數(shù)據(jù),構(gòu)建企業(yè)勝任力模型,并依據(jù)該模型對員工勝任力進(jìn)行有效評價(jià)。在確定薪酬方案的整體框架后確定薪酬水平寬度,并依據(jù)員工勝任力評價(jià)結(jié)果來劃分其薪資在對應(yīng)水平寬度范圍內(nèi)的位置。該薪酬設(shè)計(jì)模式淡化了傳統(tǒng)薪酬體系的崗位決定薪資的觀念,在保障員工薪酬的合理分配的前提下,充分調(diào)動員工工作積極性,且有利于員工不斷提升自身的技能水平。為了更為形象地闡述勝任力模型應(yīng)用于薪酬管理的流程和方法,本文以M公司為例,在分析了企業(yè)基本情況、人力資源特點(diǎn),和企業(yè)現(xiàn)有薪酬體系的基礎(chǔ)上,收集整理了影響技術(shù)人員績效的關(guān)鍵勝任力要素,構(gòu)建了適用于M公司技術(shù)人員的勝任力模型,基于該模型,本文在理論層面上論述了M公司技術(shù)人員勝任力綜合評價(jià)流程,并依據(jù)員工勝任力水平評價(jià)結(jié)果,將員工的工資等級和變動范圍進(jìn)行重新設(shè)定,形成一種等級較少,而每個(gè)等級變動范圍較寬泛的寬帶薪酬體系。本文在企業(yè)原有定崗定薪的薪酬體系中,引入勝任力和勝任力模型的概念,優(yōu)化和改良了M公司現(xiàn)有技術(shù)人員的薪資結(jié)構(gòu),將薪資結(jié)構(gòu)劃分為定薪部分和勝任力薪資部分,在保有原體系穩(wěn)定性的同時(shí),增強(qiáng)了薪資體系的激勵性,提升員工對薪酬的滿意度,并降低了企業(yè)薪酬改革風(fēng)險(xiǎn)。本文確定了對應(yīng)勝任力水平等級的薪資水平,使企業(yè)薪酬體系滿足員工自身發(fā)展需求的同時(shí),也使得員工更加關(guān)注自身在本崗位領(lǐng)域的縱向或橫向發(fā)展,在提升員工自身勝任力的同時(shí),也促成企業(yè)目標(biāo)的達(dá)成。最后本文對勝任力模型在人力資源管理,尤其在薪酬管理中的應(yīng)用做了總結(jié)和展望,以期為其他相關(guān)企業(yè)薪酬體系設(shè)計(jì)提供一個(gè)參考和啟示。
[Abstract]:With the rapid development of China's automotive industry, the automotive parts industry is also growing. A good sales market for automotive parts has brought both opportunities and challenges to automotive parts enterprises. In the situation of rapid expansion of production and business scale, enterprises need to recruit a large number of personnel to meet their own development needs, and the recruitment and storage of enterprises are no longer only satisfied with the sufficient number of personnel, but also put forward higher requirements for the quality of personnel. Design and development, process control, process optimization, system analysis, sample testing, quality testing, equipment maintenance and other technical personnel, is the main force of the company's technological innovation, but also the shortage of talent in the automotive related industry, in a large gap in technical personnel market environment, outstanding technical personnel has become a competition among relevant enterprises. Attracting and retaining these core talents is an important issue in human resource management of enterprises. Salary, as a form of remuneration for employees to provide services to their organizations, is an important means of attracting, retaining and motivating employees. As an important part of the company's human resources investment, salary has a direct impact on what quality level of employees will be attracted and retained, and to a large extent, it also determines the enthusiasm of employees, thereby affecting the realization of business objectives. As an important function of human resource management, salary management is not only an art, but also a science. It indirectly affects the strategic management activities of enterprises. Therefore, salary design should not only consider the cost control factors of enterprises, but also help enterprises to be effective. Attract, retain and motivate employees. Especially for the core technicians of the enterprise, they generally have good cultural accomplishment, like challenging work, and are keen to realize their own value. In the post-based salary model, the salary level of employees depends directly on their position. In the flat organizational structure, the promotion position is limited, so the salary increase will be limited. In the seniority-based salary model, the salary of employees is high. Low wages are related to the length of service, which will discourage young employees from working enthusiasm, and may also breed a negative phenomenon that some older employees rely on the elderly to sell the elderly. In order to avoid the above situation, this paper introduces the concept of competency model, and integrates the factors such as the actual enterprise culture, business status, the nature of employees'work, and the characteristics of employees' posts. It will be able to differentiate the elements of employees'excellent performance from general performance, and construct the enterprise competency model through scientific collection, analysis and integration of data. The salary level width is determined after determining the overall framework of the salary scheme, and the position of the salary within the corresponding level width is divided according to the results of the employee competency evaluation. Under the premise of reasonable salary distribution for the disabled employees, fully mobilize their enthusiasm for work, and help them to constantly improve their skills. In order to more vividly explain the process and methods of applying competency model to salary management, this paper takes M Company as an example, analyzes the basic situation of the enterprise, the characteristics of human resources, and the existing enterprises. On the basis of salary system, this paper collects and sorts out the key competency factors that affect the performance of technical personnel, and constructs a competency model for technical personnel of M company. Based on this model, this paper discusses the comprehensive evaluation process of technical personnel competency of M company theoretically, and according to the evaluation results of the level of staff competency, the employees are evaluated. In this paper, the concept of competency and competency model is introduced into the original fixed-post and fixed-pay salary system of the enterprise, which optimizes and improves the salary structure of the existing technical personnel of M company, and divides the salary structure into different levels. It is divided into fixed salary part and competency salary part. While maintaining the stability of the original salary system, it enhances the incentive of the salary system, improves the employees'satisfaction with salary, and reduces the risk of salary reform. This paper determines the salary level corresponding to the competency level, so that the salary system can meet the employees' own development needs. At the same time, it also makes employees pay more attention to their own vertical or horizontal development in the field of their positions, and promotes their own competence, at the same time, it also promotes the achievement of enterprise goals. Finally, this paper summarizes and prospects the application of competency model in human resources management, especially in salary management, in order to provide other related enterprises with salary system. Department design provides a reference and inspiration.
【學(xué)位授予單位】：江西財(cái)經(jīng)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F272.92;F426.471

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