本文選題：分配制度 + 績效工資�。� 參考：《中央民族大學(xué)》2013年碩士論文

【摘要】：為理順分配關(guān)系、規(guī)范分配秩序、構(gòu)建和諧的收入分配格局,通過提高內(nèi)部競爭激勵促進(jìn)事業(yè)發(fā)展,近些年來,我國高校根據(jù)國家政策要求,陸續(xù)實(shí)施崗位績效工資制度。在實(shí)施過程中,各高校既是制度制定者、又是制度執(zhí)行者。由于績效理念首次被引入我國高校薪酬管理制度,因此在制定過程中面臨不少難點(diǎn),在實(shí)施過程中產(chǎn)生了很多問題,在一段時期內(nèi)工作推進(jìn)步履維艱。 本文力圖在梳理國內(nèi)外現(xiàn)有高�？冃匠旯芾砝碚摰幕A(chǔ)上,根據(jù)多所國內(nèi)高校的實(shí)證數(shù)據(jù)和調(diào)研結(jié)果,結(jié)合國內(nèi)高校實(shí)施績效薪酬管理制度的現(xiàn)狀和國內(nèi)專家學(xué)者的相關(guān)研究成果,從薪酬結(jié)構(gòu)、薪酬水平、薪酬調(diào)整、績效考核辦法、制度推行五個方面總結(jié)、分析高校制定實(shí)施績效薪酬管理制度時面臨的難點(diǎn)和產(chǎn)生的問題,從管理學(xué)、經(jīng)濟(jì)學(xué)、心理學(xué)視角審視難點(diǎn)和問題,提出解決問題的對策和建議。 實(shí)踐是檢驗(yàn)真理的唯一標(biāo)準(zhǔn)。成功的績效薪酬管理制度必須能夠達(dá)到四個效果：一是通過制度建設(shè),已經(jīng)可以基本度量組織認(rèn)可的個人績效并可以區(qū)分每個人之間的差別；二是個人能夠體會到績效差別與薪酬差別的關(guān)系；三是薪酬差異能夠帶來不同的績效行為；四是個人績效的提高能夠帶來組織績效的提高。因此本文將通過對高�？冃匠旯芾碇贫鹊膶�(shí)施效果進(jìn)行分析判斷,找出制定、實(shí)施制度時的難點(diǎn)、問題。 要想切實(shí)實(shí)施績效薪酬管理制度,實(shí)現(xiàn)實(shí)施績效薪酬管理制度的目的,必須夯實(shí)四個基礎(chǔ)：一是要有完善、準(zhǔn)確的績效考核辦法；二是要能夠清晰地表述績效與薪酬之間的函數(shù)關(guān)系；三是要有濃厚的組織文化氛圍支持績效薪酬管理制度的實(shí)施和績效考核體系的運(yùn)行；四是薪酬范圍要足夠大,各檔次足以拉開差距,并能從理論上證明這種績效薪酬差距會對員工產(chǎn)生舉足輕重的影響。因此本文將結(jié)合高校(?)力負(fù)本和工作績效不容易評價的行業(yè)特點(diǎn),從識別不同崗位的績效要素(?)績效指標(biāo),建立績效標(biāo)準(zhǔn),采用科學(xué)的方法評估績效,設(shè)計(jì)績效與薪酬之間的聯(lián)系等角度提出對策和建議。 本文的研究思路(?)總經(jīng)驗(yàn)、發(fā)現(xiàn)問題、分析問題、解決問題,旨在通過研究制度的科學(xué)性合理性、可操作性并對制度制定提出建設(shè)性意見,對高�？冃匠旯芾砝碚撨M(jìn)行補(bǔ)充和完善,為高校更好實(shí)施績效薪酬管理制度提供理論參考,對高校薪酬具體管理者提供幫助。
[Abstract]:In order to straighten out the distribution relationship, standardize the distribution order, construct the harmonious income distribution pattern, and promote the development of the cause through the improvement of internal competition incentive, in recent years, according to the requirements of the national policy, colleges and universities in our country have implemented the post performance salary system one after another. In the process of implementation, colleges and universities are both system makers and system executors. As the concept of performance has been introduced into the salary management system of colleges and universities in China for the first time, there are many difficulties in the formulation process, and a lot of problems have arisen in the process of implementation, and it is difficult to advance the work in a certain period of time. On the basis of combing the existing theories of performance compensation management at home and abroad, this paper tries to make use of the empirical data and research results of many domestic colleges and universities. Combined with the current situation of implementing the performance compensation management system in domestic colleges and universities and the relevant research results of domestic experts and scholars, this paper summarizes five aspects of salary structure, salary level, salary adjustment, performance appraisal method and system implementation. This paper analyzes the difficulties and problems faced by colleges and universities in formulating and implementing the performance compensation management system, examines the difficulties and problems from the perspectives of management, economics and psychology, and puts forward some countermeasures and suggestions to solve the problems. Practice is the sole criterion for testing truth Successful performance pay management system must achieve four effects: first, through the system construction, it can basically measure the individual performance recognized by the organization and distinguish the differences between everyone; Second, individual can realize the relationship between performance difference and pay difference; third, salary difference can bring about different performance behavior; fourth, individual performance can bring about organizational performance improvement. Therefore, this paper will analyze and judge the effect of the performance compensation management system in colleges and universities, and find out the difficulties and problems in the formulation and implementation of the system. In order to effectively implement the performance pay management system and realize the purpose of implementing the performance pay management system, we must lay down four foundations: first, we must have perfect and accurate performance appraisal methods; The second is to be able to clearly express the functional relationship between performance and compensation; the third is to have a strong organizational culture to support the implementation of the performance pay management system and performance appraisal system; Each grade is enough to widen the gap, and can theoretically prove that the performance pay gap will have a significant impact on employees. Therefore, this paper will combine with colleges and universities (?) The characteristics of the industry which are not easy to evaluate, from identifying the performance factors of different positions (?) Performance indicators, establishing performance standards, using scientific methods to evaluate performance, design the relationship between performance and compensation, and put forward countermeasures and suggestions. The research ideas of this paper (?) General experience, problem finding, problem analysis and problem solving are aimed at supplementing and perfecting the theory of performance compensation management in colleges and universities by studying the scientific rationality, maneuverability of the system and making constructive suggestions on the system formulation. This paper provides a theoretical reference for implementing the performance compensation management system in colleges and universities, and provides help for the specific managers of college compensation.
【學(xué)位授予單位】：中央民族大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：G647

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