【摘要】：國(guó)家市場(chǎng)化經(jīng)濟(jì)開放程度越來(lái)越高,國(guó)際競(jìng)爭(zhēng)力主要表現(xiàn)在人才競(jìng)爭(zhēng)上,我國(guó)為了適應(yīng)這種人才競(jìng)爭(zhēng)加大了對(duì)高等教育的發(fā)展力度,高等教育發(fā)展迅速,各高校管理也由之前的政府統(tǒng)一管理轉(zhuǎn)化成為自治管理。高校管理的改變要求教職工可以主動(dòng)投入到自身校園建設(shè)中,通過(guò)薪酬管理使教職工認(rèn)識(shí)到原有的收入分配制度均衡性已經(jīng)被打破,以前“大鍋飯”收入分配思想被“按勞分配,多勞多得,優(yōu)勞優(yōu)酬,效率優(yōu)先,兼顧公平”為原則的薪酬分配制度所取代。 結(jié)合薪酬及激勵(lì)理論,分析現(xiàn)行J學(xué)院薪酬管理,發(fā)現(xiàn)在薪酬管理中存在六個(gè)方面的問題,圍繞這六個(gè)問題優(yōu)化J學(xué)院薪酬管理。改善了學(xué)院內(nèi)部崗位津貼方案,進(jìn)一步加強(qiáng)二級(jí)學(xué)院基層管理力度；構(gòu)建具有溝通反饋雙向的量化績(jī)效考核體系,體現(xiàn)了績(jī)效考核最終分?jǐn)?shù)合理客觀,在最大程度上保證薪酬管理客觀、公平、公正及激勵(lì)原則,有效激勵(lì)廣大教職工努力工作,發(fā)揮自身潛能創(chuàng)造更多價(jià)值,能夠在教職工間形成良好的競(jìng)爭(zhēng)氛圍,同時(shí)吸引更多學(xué)院需要的人才加入教職工隊(duì)伍,為J學(xué)院建設(shè)貢獻(xiàn)自身的力量,進(jìn)一步推進(jìn)J學(xué)院發(fā)展戰(zhàn)略實(shí)現(xiàn),推動(dòng)J學(xué)院薪酬管理進(jìn)一步深化。
[Abstract]:The national market economy is opening up more and more, and the international competitiveness is mainly reflected in the talent competition. In order to adapt to this kind of talent competition, our country has increased the development of higher education, which develops rapidly. The management of colleges and universities has also changed from the former unified government management to autonomous management. The change of university management requires the faculty to take the initiative to invest in their own campus construction. Through the salary management, the faculty can realize that the balance of the original income distribution system has been broken. In the past, the idea of "big pot rice" income distribution was replaced by the principle of "distribution according to work, more work, better pay, priority of efficiency and fairness". Based on the theory of compensation and incentive, this paper analyzes the current salary management in J College, and finds out that there are six problems in the compensation management, and optimizes the salary management of J College around these six problems. Improved the internal post allowance program, and further strengthened the grass-roots management of secondary colleges; A quantitative performance appraisal system with two-way communication and feedback is constructed, which reflects the reasonable and objective final score of performance appraisal, ensures the objective, fair, fair and encouraging principle of salary management to the maximum extent, and effectively encourages the staff and staff to work hard. Develop their potential to create more value, can form a good competitive atmosphere among the staff, and at the same time attract more college needs to join the teaching staff team, contribute to the construction of J college own strength, Further push forward J college development strategy realization, push J college salary management to deepen further.
【學(xué)位授予單位】：內(nèi)蒙古大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：G647.2

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