本文選題：企業(yè) + 薪酬體系診斷��； 參考：《大連海事大學(xué)》2013年碩士論文

【摘要】：一個(gè)好的企業(yè)必定以高效合理的薪酬體系作為支撐,通過(guò)建立合理的薪酬體系,可以招攬人才、發(fā)揮人才效用,使其更好的為公司的發(fā)展出謀劃策貢獻(xiàn)力量,促進(jìn)企業(yè)經(jīng)營(yíng)目標(biāo)的實(shí)現(xiàn)。企業(yè)在經(jīng)營(yíng)管理過(guò)程中,內(nèi)外部環(huán)境是不斷變化的,所以企業(yè)需對(duì)薪酬體系進(jìn)行適時(shí)的監(jiān)控,及時(shí)發(fā)現(xiàn)漏洞,并針對(duì)內(nèi)外部環(huán)境的變化加以完善。薪酬體系是動(dòng)態(tài)發(fā)展的,就要求企業(yè)具體問(wèn)題具體分析,不斷加強(qiáng)自身應(yīng)對(duì)問(wèn)題的能力。作者在不斷總結(jié)前人薪酬診斷理論的基礎(chǔ)上,以系統(tǒng)思想作文思想指導(dǎo),并將定性分析和定量分析結(jié)合起來(lái),提出了新的薪酬體系診斷模型。本文主要對(duì)診斷要點(diǎn)和薪酬體系診斷量表進(jìn)行了歸納和設(shè)計(jì),確立了可以落實(shí)在操作層面的具體的診斷指標(biāo)。通過(guò)薪酬滿意度調(diào)查,確定了人們的薪酬指標(biāo)：通過(guò)企業(yè)管理層訪談、核算企業(yè)內(nèi)部財(cái)務(wù)數(shù)據(jù)以及調(diào)查外部薪酬數(shù)據(jù)等對(duì)現(xiàn)階段的薪酬水平做了一定的估算,通過(guò)這些形式,將薪酬的指標(biāo)和期望做了簡(jiǎn)要的計(jì)算。本文作者旨在建立更加有序、具有可操作性的薪酬體系診斷過(guò)程,并使其在薪酬管理的日�；顒�(dòng)中得到更廣泛的應(yīng)用。本文主要是以中石油潤(rùn)滑油公司的薪酬體系為例,通過(guò)對(duì)該公司的薪酬體系進(jìn)行診斷,確定該公司在市場(chǎng)中薪酬水平、公司經(jīng)營(yíng)的方針策略；通過(guò)檢查薪酬成本的支出情況,可以對(duì)該公司的人力資本收益進(jìn)行計(jì)算,得到公司的用人效率；另外通過(guò)對(duì)公司員工薪酬滿意度的調(diào)查,可以了解公司員工的工作態(tài)度。通過(guò)以上的調(diào)查診斷,可以發(fā)現(xiàn)公司薪酬體系存在的問(wèn)題、漏洞,并對(duì)此進(jìn)行分析,找到解決問(wèn)題的優(yōu)化方案。通過(guò)優(yōu)化公司的薪酬體系,使之與公司的經(jīng)營(yíng)協(xié)同配合進(jìn)行,對(duì)企業(yè)的發(fā)展具有深遠(yuǎn)的意義,主要表現(xiàn)在以下幾方面：增加員工的薪酬滿意度,減少離職人員數(shù)目,提高員工的效率,提高企業(yè)的整體競(jìng)爭(zhēng)力,并且促進(jìn)了企業(yè)經(jīng)營(yíng)目標(biāo)和管理目標(biāo)的雙重實(shí)現(xiàn)。全文主要包括五大部分,分別是引言、理論綜述、薪酬體系維度及指標(biāo)體系建立、中石油潤(rùn)滑油公司薪酬體系診斷以及中石油潤(rùn)滑油公司薪酬體系優(yōu)化方案。該薪酬體系診斷不僅為中石油潤(rùn)滑油公司提供了診斷方案和優(yōu)化方案,還將企業(yè)薪酬體系優(yōu)化由定性描述向?qū)嶋H操作轉(zhuǎn)化。該薪酬體系診斷普遍通用于各個(gè)公司的薪酬體系,對(duì)其它公司的薪酬體系改革具有一定的指導(dǎo)作用。
[Abstract]:A good enterprise must take the efficient and reasonable salary system as the support, through the establishment of the reasonable salary system, it can attract talents, give play to the talent utility, and make it better to give advice and contribution to the development of the company. To promote the realization of business objectives. In the process of business management, the internal and external environment is constantly changing, so the enterprise should timely monitor the compensation system, find the loopholes in time, and improve the internal and external environment. The salary system is developing dynamically, which requires the enterprises to analyze the specific problems and strengthen their ability to deal with the problems. On the basis of summing up the previous theories of salary diagnosis, the author puts forward a new diagnosis model of salary system, which is guided by the thought of systematic composition and combines qualitative analysis with quantitative analysis. In this paper, the main diagnostic points and salary system diagnostic scale are summarized and designed, and the specific diagnostic indicators that can be implemented in the operational level are established. Through the salary satisfaction survey, it determines the compensation index: through the interview of the enterprise management, the accounting of the internal financial data of the enterprise and the survey of the external salary data, it makes a certain estimate of the salary level at the present stage, and through these forms, The salary indicators and expectations are briefly calculated. The purpose of this paper is to establish a more orderly and operable diagnostic process of compensation system and to make it more widely used in the daily activities of salary management. This paper mainly takes the compensation system of PetroChina Lubricating Oil Company as an example, through the diagnosis of the compensation system of the company, determines the compensation level in the market, the policy strategy of the company's operation, and checks the expenditure of the compensation cost. The human capital income of the company can be calculated, and the efficiency of the company can be obtained. In addition, the employee's work attitude can be understood by investigating the employee's salary satisfaction. Through the above investigation and diagnosis, we can find the problems and loopholes in the compensation system of the company, and analyze this, and find out the optimization scheme to solve the problem. By optimizing the compensation system of the company and making it cooperate with the management of the company, it is of far-reaching significance to the development of the enterprise, which is mainly manifested in the following aspects: increasing the satisfaction of employees' compensation, reducing the number of people leaving their jobs, Improve the efficiency of employees, improve the overall competitiveness of enterprises, and promote the dual realization of business objectives and management objectives. The paper mainly includes five parts: introduction, theoretical review, establishment of compensation system dimension and index system, diagnosis of CNPC compensation system and optimization scheme of CNPC compensation system. The compensation system diagnosis not only provides PetroChina Lubricant Company with diagnostic scheme and optimization scheme, but also transforms the optimization of enterprise compensation system from qualitative description to actual operation. The diagnosis of the compensation system is generally used in various companies and has a certain guiding effect on the reform of the compensation system of other companies.
【學(xué)位授予單位】：大連海事大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F272.92;F426.2

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