本文關(guān)鍵詞：激勵(lì)視角下高校收入分配制度改革研究　出處：《武漢理工大學(xué)》2013年碩士論文　論文類(lèi)型：學(xué)位論文

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【摘要】：隨著知識(shí)經(jīng)濟(jì)時(shí)代的到來(lái),改革開(kāi)放的深入,以及國(guó)家深化收入分配制度改革方案的出臺(tái),高校如何進(jìn)行收入分配制度改革,以達(dá)到增強(qiáng)人力資源優(yōu)勢(shì),調(diào)動(dòng)教職工的積極性、主動(dòng)性和創(chuàng)造性,推進(jìn)高�？沙掷m(xù)發(fā)展的目的,是值得思考的重要課題。面向知識(shí)經(jīng)濟(jì)時(shí)代的高校收入分配制度改革,不僅要考慮到教職工提高收入水平的需要、維持工作動(dòng)力的需要、取得工作成就的需要,以及對(duì)貢獻(xiàn)與收入相平衡的需求、對(duì)勞動(dòng)與收入相匹配的需求、對(duì)目標(biāo)與收入相關(guān)聯(lián)的需求,而且要考慮到分配制度的公平性、公正性、合理性,以及與國(guó)家政策的一致性、與社會(huì)環(huán)境的協(xié)調(diào)性、與市場(chǎng)的競(jìng)爭(zhēng)性。改革開(kāi)放以來(lái),高校收入分配制度改革取得了一定的成效,包括實(shí)行了多樣化的分配方式、強(qiáng)化了兼具公平和效率的激勵(lì)手段、形成了以崗定薪的分配模式以及完善了津貼的額度標(biāo)準(zhǔn)和種類(lèi)等,但依然存在著教職工的收入與勞動(dòng)貢獻(xiàn)不對(duì)稱(chēng)、物質(zhì)激勵(lì)過(guò)于強(qiáng)化而精神激勵(lì)不足以及分配制度中過(guò)分強(qiáng)調(diào)科研導(dǎo)向等問(wèn)題。究其原因,主要是崗位評(píng)價(jià)標(biāo)準(zhǔn)不明確、工資與績(jī)效相關(guān)度低以及拜金主義的滋生蔓延。為此,高校收入分配制度改革需朝著激勵(lì)導(dǎo)向、體現(xiàn)崗位價(jià)值的績(jī)效工資制發(fā)展,這是適應(yīng)經(jīng)濟(jì)社會(huì)發(fā)展的必然選擇,也是提高高校辦學(xué)質(zhì)量和效益的必然要求。 高�？�(jī)效工資策略體系的總體目標(biāo)是保證一個(gè)前提、兩個(gè)公平和三項(xiàng)匹配,即滿(mǎn)足高校支付能力的要求,注重內(nèi)部公平以及內(nèi)部與外部公平,基本工資與市場(chǎng)供需及個(gè)人經(jīng)驗(yàn)?zāi)芰ο嗥ヅ�、個(gè)人崗位工資與崗位相對(duì)價(jià)值相匹配和個(gè)人績(jī)效工資與績(jī)效相匹配。高�？�(jī)效工資策略體系涉及的內(nèi)容包括崗位分類(lèi)管理、績(jī)效考核、績(jī)效評(píng)價(jià)和績(jī)效工資結(jié)構(gòu)設(shè)計(jì)等。該體系設(shè)計(jì)的首要步驟是科學(xué)評(píng)估和合理設(shè)置崗位,崗位設(shè)置是高校實(shí)施績(jī)效工資的前期準(zhǔn)備工作,通過(guò)崗位設(shè)置可以設(shè)計(jì)績(jī)效考核標(biāo)準(zhǔn),并為績(jī)效工資提供了分配依據(jù)；接著要設(shè)計(jì)績(jī)效管理系統(tǒng),對(duì)教職工的績(jī)效進(jìn)行科學(xué)評(píng)價(jià)和管理；再次確定根據(jù)不同等級(jí)向教職工發(fā)放工資的模式；然后在借鑒布朗德薪酬—設(shè)計(jì)價(jià)值分析四葉模型的基礎(chǔ)上說(shuō)明了高校在設(shè)計(jì)績(jī)效工資策略體系時(shí)必須考慮市場(chǎng)、崗位、能力和績(jī)效因素,從而設(shè)計(jì)基于各因素的績(jī)效工資體系結(jié)構(gòu)；最后明確實(shí)施績(jī)效工資策略體系的策略。高校績(jī)效工資策略體系設(shè)計(jì)完成后,還需要通過(guò)培養(yǎng)績(jī)效工資理念、健全績(jī)效評(píng)估機(jī)制、完善崗位設(shè)置管理機(jī)制、建立績(jī)效工資調(diào)整機(jī)制和規(guī)范績(jī)效工資投入機(jī)制來(lái)保障其順利實(shí)施。
[Abstract]:With the arrival of the era of knowledge economy, the deepening of reform and opening up, and the introduction of the plan of deepening the reform of the income distribution system, how to carry out the reform of the income distribution system in colleges and universities in order to enhance the advantage of human resources. It is an important task to arouse the enthusiasm, initiative and creativity of teaching staff and to promote the sustainable development of colleges and universities. We should not only take into account the need of improving the income level of the teaching staff, the need to maintain the working motivation, the need to obtain the work achievement, as well as the need to balance the contribution with the income, and the need to match the labor with the income. The need for goals to be linked to income, and to take into account the fairness, fairness, reasonableness of the distribution system, consistency with national policies, and coordination with the social environment. Since the reform and opening up to the outside world, the reform of the income distribution system in colleges and universities has achieved certain results, including the implementation of a variety of distribution methods, and the strengthening of both fair and efficient incentives. The distribution model of fixed salary based on post and the standard and type of allowance have been perfected, but there is still asymmetry between the income and labor contribution of the staff. The material incentive is too strong and the spiritual incentive is insufficient, and the distribution system emphasizes the scientific research orientation too much. The main reason is that the evaluation standard of the post is not clear. The low correlation between salary and performance and the proliferation of money worship. Therefore, the reform of income distribution system in colleges and universities should be oriented towards motivation and reflect the development of performance wage system. This is an inevitable choice to adapt to the economic and social development, and also an inevitable requirement to improve the quality and efficiency of running a university. The overall goal of the performance pay strategy system is to ensure a premise, two fair and three matching, that is, to meet the requirements of the university's ability to pay, to pay attention to the internal equity and internal and external equity. The basic salary matches the market supply and demand and personal experience ability. Personal post salary and relative value of the post match and personal performance salary and performance matching. The content of the performance pay strategy system includes post classification management, performance appraisal. The first step in the design of this system is to scientifically evaluate and reasonably set up posts, which is the preparatory work for the implementation of performance pay in colleges and universities. Through the post setting can design the performance appraisal standard, and provides the allocation basis for the performance salary; Then we should design the performance management system to evaluate and manage the staff performance scientifically. To determine again the model for the payment of wages to teaching staff on the basis of different levels; Then, on the basis of the four-leaf model of Browder's compensation and design value analysis, this paper explains that the market, position, ability and performance factors must be taken into account in designing the performance wage strategy system in colleges and universities. Therefore, the performance salary system structure based on each factor is designed. Finally, the implementation of the performance pay strategy system strategy. After the completion of the performance pay strategy system design, we also need to train the concept of performance pay, improve the performance evaluation mechanism, improve the post management mechanism. Establish the performance wage adjustment mechanism and standardize the performance wage investment mechanism to ensure its smooth implementation.
【學(xué)位授予單位】：武漢理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：G647

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