發(fā)布時(shí)間：2018-01-20 04:35

  本文關(guān)鍵詞： 崗位評(píng)價(jià) 薪酬體系 優(yōu)化設(shè)計(jì) 崗位績(jī)效工資制　出處：《華中科技大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：HF控制公司是一家國(guó)有獨(dú)資企業(yè)，長(zhǎng)期從事機(jī)電產(chǎn)品的生產(chǎn)制造，在經(jīng)濟(jì)全球化浪潮的沖擊下，公司領(lǐng)導(dǎo)于2005年提出“產(chǎn)研并重，廠所合一”的發(fā)展戰(zhàn)略目標(biāo)，要將HF公司從單一的生產(chǎn)制造型企業(yè)轉(zhuǎn)為研制開(kāi)發(fā)和生產(chǎn)制造并重的廠所合一型公司。經(jīng)過(guò)7年的努力，HF控制公司逐漸成長(zhǎng)為集設(shè)計(jì)開(kāi)發(fā)與生產(chǎn)制造為一體的高科技公司，但在現(xiàn)行分配中，仍然沿用多年計(jì)劃經(jīng)濟(jì)體制下的生產(chǎn)制造企業(yè)的分配模式，員工的薪酬競(jìng)爭(zhēng)性、激勵(lì)性和公平性還存在著不足，不利于發(fā)揮員工特別是技術(shù)人員的積極性，技術(shù)創(chuàng)新還不能滿足HF控制公司的快速發(fā)展需要，影響和阻礙了公司的快速發(fā)展。因此企業(yè)薪酬體系的革新和提升顯得非常迫切和必要。 在此背景下，本文主要研究公司薪酬分配存在的問(wèn)題，主要采用現(xiàn)行資料收集、員工訪談、行業(yè)資料收集、問(wèn)卷調(diào)查等方法進(jìn)行調(diào)查研究，，重點(diǎn)對(duì)公司的薪酬分配現(xiàn)狀進(jìn)行分析診斷，找出存在的不足，制定了解決這些不足的思路和方法。在績(jī)效管理和薪酬管理相關(guān)理論的指導(dǎo)下，采取了多種分析方法和分析工具對(duì)所收集的信息、數(shù)據(jù)進(jìn)行分析并結(jié)合崗位評(píng)測(cè)的基本原理，對(duì)公司現(xiàn)有290個(gè)工作崗位進(jìn)行價(jià)值評(píng)估，使每個(gè)崗位的價(jià)值通過(guò)統(tǒng)一量化的數(shù)據(jù)表現(xiàn)出來(lái)，并根據(jù)公司人力資源實(shí)際情況，在原有薪酬管理體系的基礎(chǔ)上，成功優(yōu)化設(shè)計(jì)出了一套完整的以崗位績(jī)效工資制為主的薪酬管理體系。經(jīng)過(guò)實(shí)際運(yùn)行，該管理體系得到員工的好評(píng)和認(rèn)可，為完善公司的內(nèi)部管理和實(shí)現(xiàn)戰(zhàn)略目標(biāo)提供了有力支持。
[Abstract]:HF control company is a wholly state-owned enterprise, engaged in the production and manufacture of mechanical and electrical products for a long time. Under the impact of economic globalization, the company leader put forward in 2005 "equal emphasis on production and research." The development strategic goal of "the integration of factory and institute" is to change HF company from a single manufacturing enterprise to a one-in-one company with equal emphasis on research and development and production and manufacturing. After seven years of hard work. HF control company has gradually grown into a high-tech company which integrates design, development and production and manufacturing, but in the current distribution, it still follows the distribution mode of manufacturing enterprises under the planned economic system for many years. Employees' compensation competitiveness, incentive and fairness are still insufficient, which is not conducive to giving full play to the enthusiasm of employees, especially technical staff, and technological innovation can not meet the needs of HF control company's rapid development. It affects and hinders the rapid development of the company, so the innovation and promotion of the enterprise compensation system is very urgent and necessary. Under this background, this paper mainly studies the existing problems of the company's salary distribution, mainly using the current data collection, employee interviews, industry data collection, questionnaire survey and other methods to carry out investigation and research. Focus on the analysis and diagnosis of the current situation of the company's salary distribution, to find out the shortcomings, to develop solutions to these deficiencies, under the guidance of performance management and compensation management theory. Adopt many kinds of analysis methods and analysis tools to collect the information, data analysis and combined with the basic principles of job evaluation, the company's existing 290 jobs for value evaluation. So that the value of each position through the unified quantitative data, and according to the actual situation of human resources in the company, on the basis of the original salary management system. A complete salary management system based on the post performance wage system has been successfully designed and optimized. After the actual operation, the management system has been praised and recognized by the staff. To improve the company's internal management and achieve strategic objectives to provide strong support.
【學(xué)位授予單位】：華中科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F426.4;F272.92

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