發(fā)布時(shí)間：2018-05-14 09:33

  本文選題：招商證券 + 薪酬激勵(lì)��； 參考：《東北農(nóng)業(yè)大學(xué)》2015年碩士論文

【摘要】：隨著市場(chǎng)經(jīng)濟(jì)的飛速發(fā)展以及企業(yè)環(huán)境的不斷變化,我國(guó)企業(yè)在激烈的競(jìng)爭(zhēng)中逐漸由弱小走向強(qiáng)大,而人力資源因素是這些企業(yè)取得進(jìn)步的重要保障。21世紀(jì)的競(jìng)爭(zhēng)歸根結(jié)底就是人力資本的競(jìng)爭(zhēng)、企業(yè)所掌握的人才素質(zhì)的競(jìng)爭(zhēng),誰(shuí)能掌握關(guān)鍵核心人才,誰(shuí)就能在未來(lái)的競(jìng)爭(zhēng)中脫穎而出、立于不敗之地。因此,如何吸引、留住并激勵(lì)員工高效的工作,發(fā)揮其最大的價(jià)值成為企業(yè)經(jīng)營(yíng)者最關(guān)注的話題,而薪酬管理作為人力資源管理的核心問(wèn)題,一套先進(jìn)科學(xué)合理的薪酬體系成為激勵(lì)員工進(jìn)而實(shí)現(xiàn)企業(yè)戰(zhàn)略目標(biāo)的重要法寶。薪酬管理作為現(xiàn)代企業(yè)人力資源管理的六大模塊之一,從19世紀(jì)開(kāi)始就成為經(jīng)濟(jì)學(xué)家和管理學(xué)家研究和關(guān)注的焦點(diǎn)。不僅具有傳統(tǒng)的管理功能,薪酬在吸引和留住人才方面也發(fā)揮著巨大的作用。如果企業(yè)的薪酬與同行業(yè)別的企業(yè)差距過(guò)大,企業(yè)員工就會(huì)人心浮動(dòng),不能安心工作;如果企業(yè)的薪酬過(guò)高,就會(huì)無(wú)形中增加企業(yè)的成本。在企業(yè)實(shí)際管理中,隨著企業(yè)組織結(jié)構(gòu)的日益扁平化,職位層級(jí)的不斷減少,權(quán)力的不斷下移,知識(shí)型員工比例的不斷增長(zhǎng),傳統(tǒng)的以崗位工資和績(jī)效工資為主薪酬體系在激勵(lì)員工方面的不足越來(lái)越明顯。為了更好地吸引、激勵(lì)、發(fā)展和留住最優(yōu)秀員工,以增加企業(yè)的競(jìng)爭(zhēng)優(yōu)勢(shì),企業(yè)需要依托企業(yè)戰(zhàn)略,建立一個(gè)科學(xué)合理的具有現(xiàn)代人力資源管理理念的薪酬體系。本文通過(guò)對(duì)招商證券哈爾濱分公司經(jīng)紀(jì)人原薪酬體系現(xiàn)狀進(jìn)行分析,總結(jié)歸納了哈爾濱分公司經(jīng)紀(jì)人原薪酬體系存在的主要問(wèn)題,即薪酬體系不健全、績(jī)效考核落后以及薪酬競(jìng)爭(zhēng)性不強(qiáng);之后結(jié)合現(xiàn)代薪酬管理理論,基于薪酬領(lǐng)先策略以及績(jī)效導(dǎo)向策略,對(duì)招商證券哈爾濱分公司經(jīng)紀(jì)人薪酬體系進(jìn)行優(yōu)化設(shè)計(jì),包括設(shè)定區(qū)域及實(shí)行計(jì)分制、薪酬結(jié)構(gòu)、薪金標(biāo)準(zhǔn)、交易提成與開(kāi)戶報(bào)酬以及營(yíng)銷(xiāo)獎(jiǎng)勵(lì)基金;最后,從證券經(jīng)紀(jì)人的薪酬管理、薪酬體系實(shí)施的績(jī)效管理等方面構(gòu)建了招商證券哈爾濱分公司薪酬體系實(shí)施的準(zhǔn)備工作。同時(shí)指出了招商證券哈爾濱分公司薪酬體系實(shí)施的保障措施,其中包括高層管理者的參與和支持、建立良好的溝通與反饋機(jī)制、人力資源的保障作用以及文化戰(zhàn)略的導(dǎo)向作用等。通過(guò)本研究可以發(fā)現(xiàn):薪酬管理體系是實(shí)現(xiàn)員工與企業(yè)共同發(fā)展,增強(qiáng)企業(yè)核心競(jìng)爭(zhēng)力和競(jìng)爭(zhēng)優(yōu)勢(shì)的關(guān)鍵因素。雖然本研究是針對(duì)招商證券哈爾濱分公司經(jīng)紀(jì)人薪酬現(xiàn)狀提出的薪酬優(yōu)化設(shè)計(jì)方案,但是對(duì)于同行業(yè)其他企業(yè)經(jīng)紀(jì)人的薪酬體系設(shè)計(jì)及改革也具有一定的借鑒和指導(dǎo)意義。
[Abstract]:With the rapid development of the market economy and the continuous changes of the enterprise environment, the enterprises in our country are gradually moving from weak to strong in the fierce competition. The factor of human resources is an important guarantee for these enterprises to make progress. The competition in the 21st century is, in the final analysis, the competition of human capital, the competition of the quality of talents mastered by enterprises, who can master the key core talents, Who can stand out in the future competition, in an invincible position. Therefore, how to attract, retain and encourage employees to work efficiently and give full play to their maximum value has become the most concerned topic for enterprise managers, while compensation management is the core issue of human resources management. A set of advanced scientific and reasonable compensation system has become an important magic weapon to motivate employees and realize the strategic goal of enterprises. As one of the six modules of modern enterprise human resource management, salary management has been the focus of economists and management researchers since the 19th century. Not only has the traditional management function, the salary also plays a huge role in attracting and retaining talents. If the gap between the salary of the enterprise and other enterprises in the same industry is too big, the employees of the enterprise will float and cannot work at ease; if the salary of the enterprise is too high, the cost of the enterprise will be increased invisibly. In the actual management of enterprises, with the increasing flattening of the organizational structure of the enterprise, the continuous reduction of the position level, the constant shift of power, the increasing proportion of knowledge workers, The traditional pay system based on post wage and performance salary is more and more obvious in encouraging employees. In order to attract, motivate, develop and retain the best employees to increase the competitive advantage of the enterprise, the enterprise needs to rely on the enterprise strategy to establish a scientific and reasonable salary system with modern human resource management concept. Based on the analysis of the current situation of the original salary system of the broker of China Merchants Securities Harbin Branch, this paper summarizes the main problems existing in the original salary system of the broker of Harbin Branch, that is, the salary system is not perfect. The performance appraisal is backward and the compensation competition is not strong; then combine the modern salary management theory, based on the salary leading strategy and the performance-oriented strategy, carry on the optimization design to the manager salary system of China Merchants Securities Harbin Branch, Include setting areas and implementing scorecards, salary structures, salary standards, transaction commission and account opening compensation, and marketing incentive funds; and finally, from the stockbroker's compensation management, The performance management of the implementation of the compensation system has constructed the preparation for the implementation of the compensation system of China Merchants Securities Harbin Branch. At the same time, the paper points out the safeguard measures to implement the compensation system of China Merchants Securities Harbin Branch, including the participation and support of senior managers, the establishment of a good communication and feedback mechanism, The role of human resources as well as the guiding role of cultural strategy. Through this research, we can find that salary management system is the key factor to realize the common development of employees and enterprises, and to strengthen the core competitiveness and competitive advantage of enterprises. Although this research is aimed at the salary optimization design of the broker of China Merchants Securities Harbin Branch, it also has some reference and guidance significance for the design and reform of the compensation system of other enterprises in the same industry.
【學(xué)位授予單位】：東北農(nóng)業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類(lèi)號(hào)】：F272.92;F832.39

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