本文關(guān)鍵詞： 薪酬管理 薪酬設(shè)計(jì) 寬帶薪酬 崗位評(píng)估　出處：《山東師范大學(xué)》2017年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：近期,隨著知識(shí)經(jīng)濟(jì)的發(fā)展和市場(chǎng)競(jìng)爭(zhēng)的不斷加劇,如何激勵(lì)企業(yè)的員工為企業(yè)創(chuàng)造更多的財(cái)富已成為諸多企業(yè)家和管理學(xué)家關(guān)注的問(wèn)題,企業(yè)與企業(yè)的競(jìng)爭(zhēng),歸根結(jié)底是人才的競(jìng)爭(zhēng)。近年來(lái)傳統(tǒng)制造業(yè)產(chǎn)能過(guò)剩越來(lái)越嚴(yán)重,由于經(jīng)濟(jì)大環(huán)境的影響,每個(gè)傳統(tǒng)制造業(yè)公司都在努力轉(zhuǎn)型。A公司是一家多元化的集團(tuán)性公司,之前的產(chǎn)品以低端的農(nóng)業(yè)機(jī)械、中端的工程機(jī)械、高端的精密鑄造為主,近兩年公司的發(fā)展戰(zhàn)略是高端液壓元件的提供商及液壓系統(tǒng)方案的解決者。A公司的技術(shù)轉(zhuǎn)型離不開(kāi)科技的創(chuàng)新及研發(fā)團(tuán)隊(duì),所以設(shè)計(jì)一套科學(xué)合理的薪酬方案對(duì)吸引、留住專(zhuān)業(yè)技術(shù)人才,及提升團(tuán)隊(duì)競(jìng)爭(zhēng)力是非常必要的。本文的第一部分研究背景及意義出發(fā),闡述了科學(xué)合理的薪酬方案對(duì)A公司發(fā)展的作用,并梳理論文的研究主線(xiàn)及主要方法、流程。第二部分首先對(duì)設(shè)計(jì)薪酬體系所需要的薪酬管理理論進(jìn)行闡述,先從薪酬及薪酬管理包含的內(nèi)容出發(fā),接著說(shuō)明薪酬管理在企業(yè)經(jīng)營(yíng)管理中所發(fā)揮的作用,然后對(duì)本次薪酬設(shè)計(jì)課題所依托的理論(需要層次理論、雙因素理論、激勵(lì)過(guò)程理論等)進(jìn)行綜述,最后導(dǎo)入薪酬管理今后的發(fā)展趨勢(shì),重點(diǎn)講述了“寬帶薪酬”、“績(jī)效薪酬”、“全面薪酬”的相關(guān)理論知識(shí)。第三部分對(duì)A公司的概況及薪酬管理現(xiàn)狀進(jìn)行分析。先從公司現(xiàn)狀分析入手,分析了公司戰(zhàn)略、業(yè)務(wù)構(gòu)成、人力資源概況等內(nèi)容,然后詳細(xì)分析了目前A公司存的薪酬管理現(xiàn)狀,發(fā)現(xiàn)存在的主要問(wèn)題。第四部分對(duì)研發(fā)人員薪酬現(xiàn)狀進(jìn)行公司內(nèi)部及外部市場(chǎng)環(huán)境的對(duì)比分析。內(nèi)部先分析了研發(fā)人員崗位特點(diǎn),再對(duì)研發(fā)人員進(jìn)行薪酬現(xiàn)狀滿(mǎn)意度的調(diào)研;外部市場(chǎng)環(huán)境分析時(shí),先與標(biāo)桿企業(yè)對(duì)比分析了薪酬水平的狀況,另分析了近十年物價(jià)指數(shù)漲幅;最后對(duì)目前薪酬管理中的制度、體制、流程進(jìn)行分析。第五部分針對(duì)研發(fā)人員設(shè)計(jì)一套薪酬體系方案。首先對(duì)薪酬策略明確,確定指導(dǎo)方針;然后確定基于3P(崗位評(píng)估、員工資歷評(píng)估、業(yè)績(jī)?cè)u(píng)估)薪酬設(shè)計(jì)的思路;接下來(lái)對(duì)技術(shù)研發(fā)人員進(jìn)行崗位分析評(píng)估,得出技術(shù)研發(fā)崗位的評(píng)估結(jié)果,最后對(duì)技術(shù)研發(fā)崗位薪酬體系進(jìn)行設(shè)計(jì)。薪酬體系實(shí)施時(shí)要考慮到匹配公司戰(zhàn)略發(fā)展的動(dòng)態(tài)調(diào)整的機(jī)制以及明確員工薪酬晉升通道。最后,為了確保薪酬改革能順利實(shí)施,還需要高層管理者充分參與并能支持認(rèn)可新的改革方案,最后必須對(duì)員工進(jìn)行培訓(xùn)宣貫到位。第六部分對(duì)本文研究的內(nèi)容進(jìn)行總結(jié)及建議。
[Abstract]:Recently, with the development of knowledge economy and the aggravation of market competition, how to motivate the employees to create more wealth for the enterprise has become the concern of many entrepreneurs and management experts, and the competition between enterprises and enterprises. In recent years, the overcapacity in the traditional manufacturing industry has become more and more serious. As a result of the economic environment, every traditional manufacturing company is trying to transform itself into a diversified group company. The previous products were mainly agricultural machinery at the low end, construction machinery at the middle end and precision casting at the high end. In the last two years, the development strategy of the company is that the provider of high-end hydraulic components and the resolver of hydraulic system solution. A company's technological transformation can not be separated from the innovation and research team of science and technology, so designing a set of scientific and reasonable salary plan is attractive to us. It is very necessary to retain professional and technical talents and to enhance team competitiveness. The first part of this paper, based on the background and significance of the research, expounds the role of a scientific and reasonable salary scheme in the development of Company A. The second part expounds the salary management theory needed to design the compensation system, starting from the content of salary and salary management. Then it explains the role of salary management in enterprise management, and then summarizes the theories (need hierarchy theory, two-factor theory, incentive process theory, etc.) based on this salary design project. Finally, introduce the development trend of salary management in the future, This paper focuses on the related theoretical knowledge of "Broadband compensation", "performance compensation" and "Total compensation". The third part analyzes the general situation of Company A and the current situation of compensation management. Human resources overview and other contents, and then detailed analysis of the current situation of salary management in company A, The main problems are found. Part 4th carries on the comparative analysis of the internal and external market environment of the R & D personnel compensation status. The internal analysis of R & D personnel post characteristics, and then the R & D personnel pay status satisfaction survey; In the analysis of the external market environment, the paper compares the salary level with the benchmarking enterprise, and analyzes the price index increase in the past ten years. Finally, the system and system of the current salary management are analyzed. The 5th part designs a compensation system for R & D personnel. Firstly, the compensation strategy is defined and the guidelines are determined. Then, the idea of salary design based on 3P (Job Evaluation, employee seniority Evaluation, performance Evaluation) is determined. Next, the post analysis and evaluation of the technical R & D personnel are carried out, and the evaluation results of the technical R & D posts are obtained. Finally, we design the compensation system for technical research and development posts. When the compensation system is implemented, we should take into account the dynamic adjustment mechanism that matches the strategic development of the company and clarify the path of staff compensation promotion. Finally, in order to ensure that the salary reform can be implemented smoothly, It also needs the full participation of senior management and can support the approval of the new reform plan. Finally, the training of the staff must be carried out in place. Part 6th summarizes and proposes the contents of this paper.
【學(xué)位授予單位】：山東師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：F272.92

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 孫云鵬;;中國(guó)企業(yè)薪酬現(xiàn)狀及發(fā)展趨勢(shì)[J];企業(yè)導(dǎo)報(bào);2015年13期

2 葉傳盛;;淺析薪酬對(duì)員工的激勵(lì)作用[J];企業(yè)改革與管理;2015年04期

3 石強(qiáng);;探討激勵(lì)理論在企業(yè)管理中的運(yùn)用[J];現(xiàn)代經(jīng)濟(jì)信息;2014年11期

4 謝術(shù)凱;;淺析薪酬調(diào)整[J];中小企業(yè)管理與科技(上旬刊);2014年02期

5 盧均麗;;淺談寬帶薪酬模式[J];現(xiàn)代經(jīng)濟(jì)信息;2013年13期

6 陳永忠;陳婷瑋;戴雅萍;;淺議人力資源管理中的工作分析和設(shè)計(jì)[J];經(jīng)濟(jì)研究導(dǎo)刊;2012年29期

7 潘琦華;;新生代員工職業(yè)發(fā)展通道管理研究——以YL公司為例[J];中國(guó)人力資源開(kāi)發(fā);2012年08期

8 磨劍鋒;陸剛;馮鋒;周莉紅;;全面薪酬管理體系在某公司實(shí)施的現(xiàn)狀分析[J];企業(yè)科技與發(fā)展;2011年23期

9 闞景坤;;唐鋼集團(tuán)子公司薪酬管控策略與實(shí)踐[J];職業(yè);2011年25期

10 牛青偉;王學(xué)進(jìn);;基于美世職位評(píng)估法的醫(yī)院圖書(shū)館職位族評(píng)估體系[J];商場(chǎng)現(xiàn)代化;2011年20期

，

本文編號(hào)：1499194