本文關(guān)鍵詞：陜西省地勘行業(yè)薪酬管理研究　出處：《長安大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 地勘行業(yè) 薪酬管理 問題 對策

【摘要】：薪酬管理是人力資源管理乃至整個(gè)企業(yè)管理的核心內(nèi)容之一,它是人力資源管理中的一個(gè)難點(diǎn)，也是現(xiàn)代管理理論研究的重點(diǎn)。一個(gè)優(yōu)秀的薪酬管理體系，可以提高企業(yè)員工的工作積極性進(jìn)而提升企業(yè)的凝聚力和競爭力。隨著市場經(jīng)濟(jì)的高速發(fā)展，企業(yè)在管理過程中不再僅僅是以盈利為準(zhǔn)，而是要考慮企業(yè)的可持續(xù)發(fā)展，因此，越來越多的企業(yè)在薪酬管理制度上下功夫，力求找到一個(gè)完善高效的管理制度在不斷創(chuàng)新的基礎(chǔ)上提高企業(yè)價(jià)值及市場占有率。對于地勘行業(yè)這種特殊行業(yè)來說，如果沒有一個(gè)科學(xué)的薪酬管理制度，不僅不能提高企業(yè)的競爭優(yōu)勢，而且還會(huì)降低員工的工作熱情，影響公司的整體發(fā)展。對于處在“事轉(zhuǎn)企”階段的陜西省地勘行業(yè)來說，要想在行業(yè)中更勝一籌，薪酬制度問題亟待解決。 首先，筆者根據(jù)不同行業(yè)不同地區(qū)薪酬管理的特點(diǎn)，對比出其中的共性特征，總結(jié)了薪酬管理的基本原則，其次，我們收集了地勘行業(yè)本身發(fā)展的基本特點(diǎn)，對地勘工作人員的基本素質(zhì)要求作出合理化判定，第三，我們通過表格、圖片等方式展現(xiàn)了陜西地礦公司建立至今的組織架構(gòu)及資源配置方面的發(fā)展情況，，著重闡述了薪酬管理方面的概況。第四，以陜西省地礦總公司為例進(jìn)一步分析了列舉了陜西省地勘行業(yè)在薪酬制度方面的主要問題，并通過論證、舉例等方式指出其中的原因；最后，針對制度問題的根源，以薪酬管理制度基本原則為核心，總結(jié)出陜西地勘行業(yè)在管理方面應(yīng)該以更新薪酬管理理念、重視薪酬、管理改進(jìn)為基本準(zhǔn)則，創(chuàng)建以個(gè)人為核心的管理制度，改進(jìn)工資績效相融合的管理模式，采取多種薪酬分配模式綜合運(yùn)用；在現(xiàn)有分配制度的基礎(chǔ)上,加大長遠(yuǎn)激勵(lì)部分的比重，“打破平均主義”,科學(xué)構(gòu)建薪酬激勵(lì)體系；健全績效考核制度,使薪酬管理動(dòng)態(tài)化，增強(qiáng)薪酬與績效的關(guān)聯(lián)性等相關(guān)對策。由于本人的認(rèn)識(shí)有限,難免存在很多問題,敬請各位專家批評指正。
[Abstract]:Salary management is one of the core contents of human resource management and even the whole enterprise management. It is a difficult point in human resource management and also the focus of modern management theory. It is an excellent salary management system. With the rapid development of the market economy, the enterprise in the management process is no longer just based on profit. But to consider the sustainable development of enterprises, therefore, more and more enterprises in the pay management system. Try to find a perfect and efficient management system on the basis of continuous innovation to improve the value of enterprises and market share. For the geological prospecting industry such a special industry, if there is not a scientific salary management system. Not only can not improve the competitive advantage of enterprises, but also reduce the enthusiasm of employees, affecting the overall development of the company. In order to be better in the industry, the pay system needs to be solved. Firstly, according to the characteristics of salary management in different industries and different regions, the author compares the common features and summarizes the basic principles of salary management. Secondly, we collect the basic characteristics of the development of geological prospecting industry itself. On the basic quality of geological prospecting staff to make a reasonable decision. Thirdly, we show the development of Shaanxi Geology and Mineral Company's organizational structure and resource allocation through tables, pictures and other ways. This paper emphatically expounds the general situation of salary management. 4th, taking Shaanxi Geological and Mineral Corporation as an example, it further analyzes and enumerates the main problems in the salary system of geological prospecting industry in Shaanxi Province, and through demonstration. Examples and other ways to point out the reasons; Finally, aiming at the root of the system problem, taking the basic principle of salary management system as the core, this paper concludes that the basic criterion of Shaanxi geological prospecting industry should be to update the concept of salary management, attach importance to salary, and improve management. To establish a management system with individual as the core, to improve the management model of salary performance integration, and to adopt a variety of salary distribution models. On the basis of the existing distribution system, we should increase the proportion of the long-term incentive part, "break the equalitarianism", and construct the salary incentive system scientifically; Improve the performance appraisal system, make the salary management dynamic, enhance the correlation between salary and performance and other relevant countermeasures. Due to my limited understanding, there are inevitably many problems, please ask experts to criticize and correct.
【學(xué)位授予單位】：長安大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F426.1;F272.92

【共引文獻(xiàn)】

相關(guān)期刊論文 前10條

1 馬春暉;;國有企業(yè)高管薪酬的審視[J];企業(yè)導(dǎo)報(bào);2010年12期

2 孫少華;;西安化學(xué)試劑廠薪酬激勵(lì)體系研究[J];企業(yè)導(dǎo)報(bào);2011年19期

3 彭蘭麗;;民營企業(yè)人力資源管理探析——論員工流失原因及對策[J];企業(yè)家天地(理論版);2010年08期

4 陳秋雨;;企業(yè)文化對組織公民行為的影響[J];生產(chǎn)力研究;2007年14期

5 張衛(wèi)萍;雷翠紅;;中外合資企業(yè)的文化沖突與對策[J];商場現(xiàn)代化;2006年04期

6 李玉強(qiáng);;生產(chǎn)績效對標(biāo)考核在國企中的應(yīng)用[J];商場現(xiàn)代化;2011年21期

7 馬峻峰;;淺析郵電規(guī)劃設(shè)計(jì)院崗位職能績效薪酬制設(shè)計(jì)[J];中國市場;2009年48期

8 李敏;;國有大中型企業(yè)人工成本總量決定方法研究[J];鐵道工程學(xué)報(bào);2007年09期

9 胡睿;;淺談績效考核在電力企業(yè)的應(yīng)用[J];通訊世界;2014年05期

10 尹特進(jìn);胡碧玉;李海燕;宋小軍;;高職院�？冃ЧべY分配模型構(gòu)建探討[J];人力資源管理;2014年11期

相關(guān)會(huì)議論文 前1條

1 王今舜;莊菁;;機(jī)制設(shè)計(jì)原理在薪酬制度中的應(yīng)用[A];中國新時(shí)期思想理論寶庫——第三屆中國杰出管理者年會(huì)成果匯編[C];2007年

本文編號(hào)：1420625