本文關(guān)鍵詞： M公司 寬帶薪酬 薪酬體系設(shè)計　出處：《天津工業(yè)大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：傳統(tǒng)的薪酬管理體系制度下,員工薪酬所得一般是由與其在該組織內(nèi)所處的級別高低成正比關(guān)系,也就是說職位越高,所得的薪酬也會越高。這種制度存在著這樣一種現(xiàn)實問題,就是對資歷和職位比較低的新員工,雖然對企業(yè)做出很大貢獻,但是在這種制度下所取得的薪酬也會很低,只有通過職位晉升才能實現(xiàn)加薪。相反,對那些職位和資歷比較高的老員工,即使不做貢獻也會得到豐厚的薪酬。尤其是,隨著企業(yè)管理層級的縮減,部門、機構(gòu)的壓縮,員工裁減,內(nèi)部決策層級和操作層級之間的數(shù)量大大降低,員工晉升跨度和高層數(shù)量非常有限,大大增加了晉升的難度,導(dǎo)致傳統(tǒng)的薪酬制度難以充分發(fā)揮激勵效應(yīng),甚至嚴重阻礙員工積極性,傳統(tǒng)薪酬體系出現(xiàn)的問題日益突出。為適應(yīng)日益激烈的市場競爭和復(fù)雜的內(nèi)外部工作環(huán)境,亟需引入一種新的薪酬體制改善重崗位重晉升的激勵機制,將薪酬與實際績效相結(jié)合,從而完成企業(yè)組織變革。寬帶薪酬體系的產(chǎn)生有效地解決了傳統(tǒng)薪酬體系無法解決的問題。寬帶薪酬體系通過重新組合薪酬水平和薪酬變化范圍,降低薪酬等級,擴大薪資變化的范圍。打破了嚴格等級的傳統(tǒng)工資制度,注重績效而不是職位,實現(xiàn)組織結(jié)構(gòu)的靈活性,并激勵員工提高個人技能,同時應(yīng)用績效和薪酬兩種制度有效地鼓勵和保留核心人才,營造公平持久的良好組織氛圍。本研究以M公司作為研究對象,從六個章節(jié)對M公司的寬帶薪酬體系進行再設(shè)計。第一章為緒論。論述本研究的背景與意義、研究現(xiàn)狀、研究內(nèi)容與方法、技術(shù)路線圖;第二章為相關(guān)理論綜述。主要對薪酬理論、寬帶薪酬理論、寬帶薪酬的適用范圍及設(shè)計流程進行綜述。第三章為M公司薪酬現(xiàn)狀及問題分析。包括M公司薪酬管理問題及采用寬帶薪酬的可行性分析。第四章為M公司薪酬體系的再設(shè)計。第五章為寬帶薪酬體系的評價與實施。剖析其優(yōu)點與不足。第六章為研究結(jié)論與展望。本研究旨在通過以上研究,建立一套與M公司特點相匹配且富有成效的寬帶薪酬體系,以此幫助M公司更好地激發(fā)員工激情,留住高校高能的人才,實現(xiàn)員工利益與公司利益的有效結(jié)合,提高M公司的可持續(xù)發(fā)展能力。同時對其他企業(yè)進行寬帶薪酬體系設(shè)計提供借鑒。
[Abstract]:Under the traditional compensation management system, the employee's salary is usually proportional to the rank he or she is in the organization, that is, the higher the position, the higher the position. The higher the salary, the higher the salary. There is a real problem with this system, that is, although the new employees with lower qualifications and positions make a great contribution to the enterprise, the salary under this system will also be very low. Salary increases can only be achieved through promotion. On the contrary, older employees with higher positions and qualifications will be paid handsomely even if they do not contribute. In particular, as the level of business management shrinks, departments and institutions will shrink. The reduction of staff, the reduction of the number between the level of internal decision making and the level of operation, the very limited number of promotion span and the number of senior level of staff greatly increase the difficulty of promotion, resulting in the traditional salary system is difficult to give full play to the incentive effect. In order to adapt to the increasingly fierce market competition and complex internal and external working environment, the problems in the traditional salary system become increasingly prominent. It is urgent to introduce a new salary system to improve the incentive mechanism of heavy post re-promotion and combine compensation with actual performance. The generation of broadband compensation system can effectively solve the problems that cannot be solved by traditional compensation system. The broadband compensation system reduces the salary grade by recombining the salary level and the range of salary changes. Expanding the range of pay changes. Breaking the traditional pay system of strict hierarchies, focusing on performance rather than position, achieving organizational structure flexibility, and motivating employees to improve their personal skills, At the same time, the performance and compensation systems are used to encourage and retain the core talents effectively, and to create a fair and lasting good organizational atmosphere. This paper redesigns M Company's broadband compensation system from six chapters. The first chapter is introduction. It discusses the background and significance of this study, research status, research content and methods, technology roadmap; The second chapter is a review of relevant theories. The application scope and design process of broadband compensation are summarized. Chapter 3 is the analysis of compensation status and problems of M Company, including the issue of compensation management in M Company and the feasibility analysis of adopting broadband compensation. Chapter 4th is the compensation of M Company. Chapter 5th is the evaluation and implementation of the broadband compensation system. It analyzes its advantages and disadvantages. Chapter 6th is the conclusion and prospect of the research. To set up a set of broadband compensation system which matches the characteristics of M Company, which can help M Company to stimulate staff passion, retain high energy talents in colleges and universities, and realize the effective combination of employee interests and company interests. To improve M company's sustainable development ability. At the same time, to provide reference for other enterprises to design broadband compensation system.
【學(xué)位授予單位】：天津工業(yè)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F272.92

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