本文關(guān)鍵詞： TJ公司 薪酬激勵 理論 問題 優(yōu)化　出處：《石河子大學》2017年碩士論文　論文類型：學位論文

【摘要】：經(jīng)濟的發(fā)展,帶動的是全球性的經(jīng)濟大爆發(fā)及企業(yè)數(shù)量的不斷增加,尤其是民營企業(yè)、中小企業(yè),如雨后春筍般的拔地而起。企業(yè)要發(fā)展,要在如此激烈的競爭環(huán)境下獲得生存地位并走向繁榮,其最核心的競爭力不是錢,而是人才,只有企業(yè)擁有高素質(zhì)的、競爭力強的員工,才能在市場競爭中保持穩(wěn)定的地位。企業(yè)能否有效開發(fā)和正確管理人力資源決定了其是否能夠形成、保持并不斷增強其核心競爭能力和優(yōu)勢。因此,通過加強人力資源開發(fā)與管理來增強自身的市場競爭力,已經(jīng)成為大多數(shù)企業(yè)的主要選擇�；诖�,每一家能夠迅速發(fā)展的公司,都會非常重視對人才的開發(fā)和引進。事實上,人力資源管理的很多研究工作都是在為激勵員工服務,而薪酬雖然不是激勵員工的唯一方法,但卻是一個非常重要且最容易被管理者掌握和運用的激勵手段。本文通過運用文獻研究法,為論文研究奠定了理論基礎,運用案例分析法對具體的案例進行研究,選取TJ公司的薪酬激勵制度作為研究對象,對TJ公司的薪酬激勵制度的概況、存在問題及如何解決進行了細致地研究,并結(jié)合該集團內(nèi)部員工進行訪談而得出了一些具體的關(guān)于TJ公司薪酬激勵制度的優(yōu)化方式。通過研究發(fā)現(xiàn),從TJ公司的薪酬激勵制度來看,TJ公司的人力資源部門是充分運用了馬斯洛的需求層次理論和薪酬公平理論進行了公司的薪酬激勵制度的建立,在薪酬激勵制度建立的過程中,更注重的是薪酬的公平性,和對人的需求進行滿足的特性而進行的,但是TJ公司的薪酬激勵制度雖然注重公平性,但是其公平性運用不當,反而容易傷害到關(guān)鍵崗位職工的感情。另外從崗位識別與分析角度來看,TJ公司做的不是很到位,只有簡單的分析,而缺少科學有效的分析。本文從制定科學合理的薪酬標準、加強崗位分析和崗位評價、注重外部競爭和內(nèi)在公平性、強化長期激勵等方面提出了可實踐性的意見,并給出了四個保障措施,目的是將合適的人員匹配到相應的崗位當中,并設法使他們發(fā)揮自身最大的潛能,希望對TJ公司有所幫助。
[Abstract]:The economic development has led to the global economic explosion and the constant increase in the number of enterprises. In particular, private enterprises, small and medium-sized enterprises, have sprung up like bamboo shoots after a spring rain. Enterprises should develop. In order to gain a living position and prosper in such a competitive environment, its core competitiveness is not money, but talent. Only enterprises have high-quality, highly competitive employees. In order to maintain a stable position in the market competition. Whether an enterprise can effectively develop and manage human resources determines whether it can form, maintain and continuously enhance its core competitiveness and advantages. Strengthening human resource development and management to enhance their market competitiveness has become the main choice of most enterprises. Based on this, every company that can develop rapidly will attach great importance to the development and introduction of talent. In fact, Much of the research on human resources management serves to motivate employees, and pay is not the only way to motivate employees. But it is a very important and the most easy to be mastered and used by managers. This paper, through the use of literature research, laid a theoretical foundation for the study of the paper, using case analysis to study specific cases. This paper selects the compensation incentive system of TJ Company as the research object, and makes a detailed study on the general situation, existing problems and how to solve the compensation incentive system of TJ Company. And based on the interviews with the internal employees of the group, some specific ways of optimizing the compensation incentive system of TJ Company are obtained. From the point of view of the compensation incentive system of TJ Company, the human resources department of TJ Company has made full use of Maslow's theory of hierarchy of needs and the theory of compensation fairness to establish the compensation incentive system of the company, and in the process of the establishment of the compensation incentive system, Pay more attention to the fairness of compensation, and the characteristics of satisfying people's needs, but the compensation incentive system of TJ company pays attention to fairness, but its fairness is not used properly. On the other hand, from the point of view of position identification and analysis, TJ Company does not do very well, only simple analysis, but lack of scientific and effective analysis. Strengthening post analysis and post evaluation, paying attention to external competition and internal fairness, strengthening long-term incentive, and so on, put forward practical opinions, and put forward four safeguard measures in order to match the appropriate personnel to the corresponding post. And try to make them maximize their potential, hoping to help TJ.
【學位授予單位】：石河子大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F272.92;F299.233.4

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