本文選題：制藥企業(yè) + 薪酬管理��； 參考：《南昌大學(xué)》2013年碩士論文

【摘要】：企業(yè)的競(jìng)爭(zhēng),最終轉(zhuǎn)化成人才的競(jìng)爭(zhēng),人力資源已然成為眾多資源中的核心資源,而在人力資源的開發(fā)和管理中,薪酬管理則是一項(xiàng)重要的內(nèi)容,是人力資源各管理模塊中的核心。它不僅是對(duì)員工付出的簡(jiǎn)單認(rèn)可和肯定,更是企業(yè)價(jià)值體系建設(shè)的強(qiáng)有力支撐和戰(zhàn)略規(guī)劃落地的有效保障。 本文以薪酬管理理論為指導(dǎo),綜合國(guó)內(nèi)、外先進(jìn)的薪酬管理方法和工具,以JMKX藥業(yè)公司為案例,對(duì)JMKX藥業(yè)公司的薪酬管理現(xiàn)狀進(jìn)行了深入的分析,并根據(jù)JMKX藥業(yè)公司的實(shí)際情況,提出了進(jìn)一步改善JMKX藥業(yè)公司薪酬管理的方案和具體措施。一直以來,JMKX藥業(yè)公司在薪酬管理上存在以下問題：第一,薪酬管理存在制度體系設(shè)計(jì)與企業(yè)戰(zhàn)略脫鉤：第二、企業(yè)的內(nèi)部管理體系呆板,缺乏市場(chǎng)競(jìng)爭(zhēng)力；第三,薪酬管理體系缺少應(yīng)有的系統(tǒng)性和缺乏長(zhǎng)效的管理機(jī)制；第四、員工薪酬晉升和職業(yè)發(fā)展通道堵塞,員工看不到發(fā)展的希望。研究認(rèn)為,作為處于裂變式發(fā)展階段的制藥企業(yè),JMKX藥業(yè)公司在薪酬管理上應(yīng)該從以下幾個(gè)方面去改善：第一、勇于打破傳統(tǒng)工資結(jié)構(gòu)所維護(hù)和強(qiáng)化的嚴(yán)格的等級(jí)制,建立寬帶式薪酬管理體系；第二、將薪酬管理與績(jī)效考核全面掛鉤,讓?shí)徫还べY與員工的能力和績(jī)效表現(xiàn)緊密結(jié)合；第三、徹底解決員工加薪和職業(yè)通道發(fā)展問題,更為靈活地對(duì)員工進(jìn)行激勵(lì)。
[Abstract]:The competition of the enterprise turns into the competition of the talented person finally, the human resource has already become the core resource of the numerous resources, but in the development and management of the human resource, the salary management is an important content. Is the human resources management module in the core. It is not only a simple recognition and affirmation to the employees, but also a strong support for the construction of the enterprise value system and an effective guarantee for the landing of the strategic plan. Under the guidance of salary management theory, this paper synthesizes the advanced methods and tools of compensation management at home and abroad, takes JMKX Pharmaceutical Company as a case, and makes a deep analysis of the current situation of compensation management in JMKX Pharmaceutical Company. According to the actual situation of JMKX Pharmaceutical Company, this paper puts forward the scheme and concrete measures to improve the salary management of JMKX Pharmaceutical Company. For a long time, JMKX Pharmaceutical Company has the following problems in salary management: first, the system design of compensation management is decoupled from the enterprise strategy; second, the enterprise's internal management system is rigid and lacks market competitiveness; third, The compensation management system lacks the proper system and the long-term effective management mechanism; fourth, the staff salary promotion and career development channel is blocked, the staff can not see the development hope. The study holds that, as a pharmaceutical company in the fission stage of development, JMKX pharmaceutical company should improve its salary management in the following aspects: first, it has the courage to break the strict hierarchy system maintained and strengthened by the traditional wage structure. To establish a broadband salary management system; second, to fully link compensation management with performance appraisal, so that the post salary and employees' ability and performance are closely integrated; third, to thoroughly solve the problem of salary increase and career channel development. Be more flexible in motivating employees.
【學(xué)位授予單位】：南昌大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272.92;F426.72

【引證文獻(xiàn)】

相關(guān)期刊論文 前1條

1 陳漫;;省級(jí)綜合性醫(yī)院工勤人員薪酬體系的研究與設(shè)計(jì)[J];管理觀察;2014年28期

相關(guān)碩士學(xué)位論文 前1條

1 蔣董洪;企業(yè)薪酬管理風(fēng)險(xiǎn)評(píng)價(jià)及控制研究[D];青島科技大學(xué);2015年

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本文編號(hào)：1897365