S公司薪酬體系分析與設(shè)計
發(fā)布時間：2019-05-19 20:40
【摘要】：二十一世紀,資源管理領(lǐng)域發(fā)生著巨大的變革。從戰(zhàn)略的角度考慮人力資源管理問題,把它和企業(yè)的總體經(jīng)營戰(zhàn)略聯(lián)系在一起是近年來發(fā)展的主要趨勢,人力資源管理進入了戰(zhàn)略人力資源時代,對人力資源的開發(fā)利用、對人力資本的重視,是保證新世紀我國企業(yè)應(yīng)對未來更加激烈的市場競爭中一項重要的戰(zhàn)略舉措。隨著中國加入WTO,國外知名制煙企業(yè)即將進入中國市場,中國煙草行業(yè)的競爭將日益激烈。為了應(yīng)對復(fù)雜的市場環(huán)境,在國家煙草專賣局的領(lǐng)導(dǎo)下,國內(nèi)制煙企業(yè)正進行大規(guī)模的兼并重組。S公司作為一個傳統(tǒng)的大型卷煙國有企業(yè),原有的薪酬體系已經(jīng)不能適應(yīng)企業(yè)持續(xù)發(fā)展的需要。加快薪酬分配制度改革,建立與現(xiàn)代企業(yè)薪酬制度相適應(yīng)的薪酬體系是S公司適應(yīng)激烈市場競爭的必由之路。 本文首先闡述了研究S公司薪酬體系設(shè)計的背景與意義,綜述了薪酬管理國內(nèi)外研究現(xiàn)狀及相關(guān)理論,通過調(diào)查問卷的方法,了解薪酬制度現(xiàn)狀,并分析了S公司薪酬體系存在的問題,重點從解決S公司薪酬管理體系內(nèi)部激勵性不足以及內(nèi)部公平感缺失而設(shè)計薪酬解決方案。從構(gòu)建職位族管理體系打通員工多條晉升通道入手,做好工作分析完善崗位說明書,應(yīng)用科學(xué)的方法進行崗位評價,結(jié)合層次分析法確定崗位工資標準,同時,引入kpi績效考核體系作為S公司績效考核的依據(jù)。在此基礎(chǔ)上,建立以崗位工資制為主導(dǎo)的,具有較強操作性的崗位績效工資制。 本文所設(shè)計的新的薪酬體系將員工的收入水平與崗位責任大小、風險高低、對企業(yè)貢獻大小緊密聯(lián)合起來,科學(xué)合理的拉開員工收入檔次,建立行之有效的激勵機制,形成S公司動態(tài)薪酬管理系統(tǒng)。
[Abstract]:In the 21 century, great changes took place in the field of resource management. Considering the problem of human resource management from the strategic point of view, linking it with the overall management strategy of enterprises is the main trend of development in recent years. Human resource management has entered the era of strategic human resources, and the development and utilization of human resources. Paying attention to human capital is an important strategic measure to ensure Chinese enterprises to cope with more fierce market competition in the future. With China's entry into WTO, the competition of Chinese tobacco industry will become more and more fierce. In order to cope with the complex market environment, under the leadership of the State Tobacco Monopoly Bureau, the domestic tobacco enterprises are carrying out large-scale merger and reorganization. S Company, as a traditional large cigarette state-owned enterprise, The original salary system has been unable to meet the needs of the sustainable development of enterprises. It is the only way for S company to adapt to the fierce market competition by speeding up the reform of salary distribution system and establishing a salary system suitable for modern enterprise salary system. This paper first expounds the background and significance of studying the salary system design of S company, summarizes the research status and related theories of salary management at home and abroad, and understands the present situation of salary system through the method of questionnaire. This paper also analyzes the problems existing in the compensation system of S Company, and designs the compensation solution from the point of view of solving the internal incentive deficiency and the lack of internal sense of fairness in the compensation management system of S Company. Starting with the construction of a position family management system to open up multiple promotion channels for employees, do a good job analysis and improve the job description, apply scientific methods to post evaluation, combined with analytic hierarchy process to determine the post salary standard, at the same time, The kpi performance appraisal system is introduced as the basis of S company performance appraisal. On this basis, the post performance wage system is established, which is dominated by post wage system and has strong operation. The new salary system designed in this paper closely combines the income level of employees with the size of post responsibility, the level of risk and the contribution to enterprises, scientifically and reasonably opens the income grade of employees, and establishes an effective incentive mechanism. The dynamic compensation management system of S company is formed.
【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272.92;F426.89
本文編號：2481046
[Abstract]:In the 21 century, great changes took place in the field of resource management. Considering the problem of human resource management from the strategic point of view, linking it with the overall management strategy of enterprises is the main trend of development in recent years. Human resource management has entered the era of strategic human resources, and the development and utilization of human resources. Paying attention to human capital is an important strategic measure to ensure Chinese enterprises to cope with more fierce market competition in the future. With China's entry into WTO, the competition of Chinese tobacco industry will become more and more fierce. In order to cope with the complex market environment, under the leadership of the State Tobacco Monopoly Bureau, the domestic tobacco enterprises are carrying out large-scale merger and reorganization. S Company, as a traditional large cigarette state-owned enterprise, The original salary system has been unable to meet the needs of the sustainable development of enterprises. It is the only way for S company to adapt to the fierce market competition by speeding up the reform of salary distribution system and establishing a salary system suitable for modern enterprise salary system. This paper first expounds the background and significance of studying the salary system design of S company, summarizes the research status and related theories of salary management at home and abroad, and understands the present situation of salary system through the method of questionnaire. This paper also analyzes the problems existing in the compensation system of S Company, and designs the compensation solution from the point of view of solving the internal incentive deficiency and the lack of internal sense of fairness in the compensation management system of S Company. Starting with the construction of a position family management system to open up multiple promotion channels for employees, do a good job analysis and improve the job description, apply scientific methods to post evaluation, combined with analytic hierarchy process to determine the post salary standard, at the same time, The kpi performance appraisal system is introduced as the basis of S company performance appraisal. On this basis, the post performance wage system is established, which is dominated by post wage system and has strong operation. The new salary system designed in this paper closely combines the income level of employees with the size of post responsibility, the level of risk and the contribution to enterprises, scientifically and reasonably opens the income grade of employees, and establishes an effective incentive mechanism. The dynamic compensation management system of S company is formed.
【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272.92;F426.89
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