發(fā)布時(shí)間：2018-01-10 06:23

  本文關(guān)鍵詞：青島海爾集團(tuán)中層管理者薪酬體系研究　出處：《西北大學(xué)》2013年碩士論文　論文類(lèi)型：學(xué)位論文

  更多相關(guān)文章： 海爾集團(tuán) 中層管理者 薪酬體系 研究

【摘要】：青島海爾集團(tuán)是一個(gè)具有悠久發(fā)展歷史的組織。由創(chuàng)業(yè)之初的資不抵債,甚至瀕臨倒閉的集體小廠狀態(tài),發(fā)展壯大成為當(dāng)今全球最大的家電廠商的一員。用戶(hù)的需求始終是海爾集團(tuán)持續(xù)健康發(fā)展及其創(chuàng)新所堅(jiān)持的核心。青島海爾作為一個(gè)世界品牌,其集團(tuán)涵蓋了全球員工近八萬(wàn)名,用戶(hù)遍及世界上百個(gè)國(guó)家與地區(qū),僅2011年的有關(guān)數(shù)據(jù)統(tǒng)計(jì)表明,海爾集團(tuán)營(yíng)業(yè)額己高達(dá)一千五百多億。當(dāng)今時(shí)代,全球知識(shí)經(jīng)濟(jì)一體化趨勢(shì)迅猛發(fā)展,薪酬管理正在成為企業(yè)能夠良好生存和發(fā)展的一個(gè)重要標(biāo)準(zhǔn)。因此,如何制定科學(xué)合理的適合企業(yè)發(fā)展戰(zhàn)略和長(zhǎng)遠(yuǎn)目標(biāo)的薪酬規(guī)劃,保證企業(yè)在支付合理薪酬成本的基礎(chǔ)上,獲得充足的人力資源供給,是青島海爾集團(tuán)及其它企業(yè)所必須解決的重大問(wèn)題,也是本文所研究的核心內(nèi)容。 本文由六個(gè)部分構(gòu)成,第一部分導(dǎo)論,闡述選題背景、意義、研究對(duì)象和方法、思路框架及貢獻(xiàn)；薪酬理論及構(gòu)成概述,薪酬體系實(shí)際的理論依據(jù)、程序、原則及方法等構(gòu)成第二部分；第三章是青島海爾集團(tuán)中層管理者薪酬的現(xiàn)狀分析,致力于查找薪酬發(fā)展的不足之處,研究其出現(xiàn)的原因等；第四部分是對(duì)海爾集團(tuán)中層管理者的薪酬體系進(jìn)一步完善的設(shè)想,以及設(shè)計(jì)海爾集團(tuán)中層管理者的薪酬體系所堅(jiān)持的思路、原則,并從合理的實(shí)施方案方面進(jìn)行研究與分析；第五章則對(duì)如何完善海爾集團(tuán)中層管理者薪酬體系的方案進(jìn)行具體實(shí)施和相關(guān)保障措施的討論；第六部分是全文的結(jié)論,主要闡述海爾集團(tuán)中層管理者薪酬體系中有待進(jìn)一步研究的問(wèn)題,并對(duì)其進(jìn)行分析和探討。 本文主要以人力資源規(guī)劃中薪酬、薪酬設(shè)計(jì)理論體系為依據(jù),圍繞青島海爾集團(tuán)戰(zhàn)略發(fā)展目標(biāo),針對(duì)其中層管理者薪酬規(guī)劃現(xiàn)狀,提出了規(guī)劃思路、原則、總體方案。主要貢獻(xiàn)為：一是研究海爾集團(tuán)中層管理者的薪酬體系的現(xiàn)狀,分析其存在的主要問(wèn)題,以及這些問(wèn)題的解決給海爾集團(tuán)和其他類(lèi)似企業(yè)所帶來(lái)的現(xiàn)實(shí)意義；二是對(duì)海爾集團(tuán)中層管理者薪酬體系的研究,旨在設(shè)計(jì)出合理、有效的改進(jìn)與完善方案,為海爾集團(tuán)的發(fā)展提供有力的基礎(chǔ)與依靠等。
[Abstract]:Qingdao Haier Group is an organization with a long history of development. The customer's demand is the core of Haier Group's sustained and healthy development and innovation. Qingdao Haier is a world brand. Its group covers nearly 80,000 employees in the world and its users are all over hundreds of countries and regions in the world. In 2011, the relevant statistics show that the turnover of Haier Group has reached more than 150 billion. With the rapid development of global knowledge economy integration, salary management is becoming an important standard for enterprises to survive and develop well. How to formulate a scientific and reasonable salary plan suitable for the development strategy and long-term goal of the enterprise to ensure that the enterprise can obtain sufficient human resource supply on the basis of paying reasonable salary cost. Qingdao Haier Group and other enterprises must solve major problems, is also the core of this study. This paper is composed of six parts. The first part is introduction, which describes the background, significance, research object and method, frame of thought and contribution; The second part is the summary of salary theory and composition, the theoretical basis, procedure, principle and method of compensation system. The third chapter is the Qingdao Haier group middle-level manager salary present situation analysis, devotes to look for the compensation development the insufficiency, studies its appearance reason and so on; The 4th part is to the Haier group middle manager's salary system further consummates the assumption, as well as the design Haier group middle manager's salary system persisted in the thought, the principle. And carries on the research and the analysis from the reasonable implementation plan aspect; Chapter 5th discusses how to improve the compensation system of mid-level managers of Haier Group. The 6th part is the conclusion of the full text, mainly expounds the problem which needs further research in Haier Group middle manager compensation system, and carries on the analysis and the discussion to it. Based on the theoretical system of compensation and compensation design in human resource planning, this paper puts forward the planning ideas and principles according to the status quo of compensation planning for middle managers of Qingdao Haier Group. The main contributions are as follows: first, the status quo of the compensation system of mid-level managers of Haier Group is studied, and the main problems are analyzed. And the solution of these problems to Haier Group and other similar enterprises bring practical significance; The second is to study the compensation system of mid-level managers of Haier Group, in order to design reasonable, effective improvement and perfect scheme, to provide a strong foundation and reliance for the development of Haier Group.
【學(xué)位授予單位】：西北大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F272.92;F426.82

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