本文關(guān)鍵詞：基于布朗德戰(zhàn)略導(dǎo)向的HL建筑工程公司薪酬體系設(shè)計(jì)　出處：《云南師范大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

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【摘要】：二十一世紀(jì)是人力資源競(jìng)爭(zhēng)的時(shí)代，人力資源是企業(yè)保持競(jìng)爭(zhēng)優(yōu)勢(shì)的關(guān)鍵，，人才決定企業(yè)的成敗。如何建立一套行之有效的薪酬體系來(lái)吸引人才、留住人才，是擺在企業(yè)面前的重要難題。在現(xiàn)代企業(yè)管理中，薪酬體系不再只是企業(yè)的一種制度，而是成為推動(dòng)企業(yè)戰(zhàn)略目標(biāo)實(shí)現(xiàn)的強(qiáng)有力工具。戰(zhàn)略導(dǎo)向的薪酬體系具有較強(qiáng)的激勵(lì)作用，能夠使員工的利益與企業(yè)的利益相統(tǒng)一，為企業(yè)的長(zhǎng)期發(fā)展戰(zhàn)略提供人才支持。由于我國(guó)建筑施工行業(yè)總體呈現(xiàn)出“僧多粥少”的局面，HL公司要想在夾縫中生存與發(fā)展，就需要快速形成一支“叫得想打得贏”的過(guò)硬人才隊(duì)伍，而這么一支隊(duì)伍的形成依賴于科學(xué)合理且人性化的薪酬管理體系。 基于此，本文以HL建筑工程公司為例，在明確戰(zhàn)略導(dǎo)向薪酬體系設(shè)計(jì)的指導(dǎo)思想、基本原則和注意事項(xiàng)的基礎(chǔ)上，參考布朗德戰(zhàn)略導(dǎo)向的結(jié)構(gòu)化薪酬設(shè)計(jì)流程，按照薪酬戰(zhàn)略制定、薪酬策略選擇、薪酬計(jì)劃安排、薪酬設(shè)計(jì)和薪酬動(dòng)態(tài)管理五個(gè)步驟設(shè)計(jì)戰(zhàn)略導(dǎo)向薪酬體系，并從暢通循環(huán)溝通渠道、關(guān)注員工成長(zhǎng)與發(fā)展、設(shè)立薪酬改革實(shí)施團(tuán)隊(duì)、優(yōu)化績(jī)效考核、完善薪酬體系的監(jiān)督制度五個(gè)方面提出了促進(jìn)HL建筑工程公司薪酬體系實(shí)施的保障措施。通過(guò)將企業(yè)戰(zhàn)略與薪酬體系相融合，使薪酬體系更好地服務(wù)于企業(yè)戰(zhàn)略，從而提升企業(yè)競(jìng)爭(zhēng)力和行業(yè)地位，最終實(shí)現(xiàn)企業(yè)和員工雙贏的局面。
[Abstract]:21th century is the era of human resources competition, human resources is the key to maintain competitive advantage, talent determines the success or failure of the enterprise. How to establish an effective compensation system to attract and retain talent. In modern enterprise management, salary system is no longer just an enterprise system. Instead, it becomes a powerful tool to promote the realization of enterprise strategic goals. The strategic oriented salary system has a strong incentive role, which can make the interests of employees and the interests of enterprises unified. For the long-term development strategy of the enterprise to provide talent support. As the construction industry in our country generally presents the situation of "more than the demand for less", the HL company wants to survive and develop in the gap. It is necessary to quickly form a strong talent team called "want to win", and the formation of such a team depends on a scientific, reasonable and humanized salary management system. Based on this, this paper takes HL Construction Engineering Company as an example, on the basis of defining the guiding ideology, basic principles and matters needing attention of the design of the strategic oriented compensation system. Referring to the structured salary design process of Browder strategic direction, according to the salary strategy formulation, compensation strategy selection, salary plan arrangement, compensation design and compensation dynamic management five steps to design the strategic oriented compensation system. And from the smooth circulation of communication channels, pay attention to staff growth and development, set up pay reform implementation team, optimize performance appraisal. Five aspects of improving the supervision system of compensation system proposed to promote the implementation of the compensation system of HL construction engineering company, through the integration of corporate strategy and compensation system. Make the salary system serve the enterprise strategy better, thus enhance the competitiveness of the enterprise and the position of the industry, and finally realize the win-win situation between the enterprise and the staff.
【學(xué)位授予單位】：云南師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F426.92;F272.92

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