A供水公司薪酬體系優(yōu)化研究
發(fā)布時(shí)間：2018-08-01 16:51
【摘要】：作為現(xiàn)代企業(yè)制度的核心,薪酬體系對(duì)于各層次勞動(dòng)者群體都具有重要的實(shí)踐性,因此從基礎(chǔ)員工到高層管理層,對(duì)薪酬體系的關(guān)注程度較高。而較為完善且科學(xué)的薪酬管理制度,不僅對(duì)于提振員工積極性有正向激勵(lì)作用,并且對(duì)于提高勞動(dòng)者的企業(yè)歸屬感、培育勞動(dòng)者的忠誠度,激勵(lì)勞動(dòng)者的創(chuàng)造能力都具有良好的作用。此外,在薪酬體系的實(shí)施過程中,還具有一種管理上的杠桿作用,可以實(shí)現(xiàn)優(yōu)良管理制度的放大效應(yīng),協(xié)助復(fù)雜的勞動(dòng)關(guān)系問題的解決。因此,良好科學(xué)的薪酬管理體系,可以實(shí)現(xiàn)勞動(dòng)生產(chǎn)能力的疊加效應(yīng),激勵(lì)勞動(dòng)者提高勞動(dòng)生產(chǎn)力及創(chuàng)造能力,并最終實(shí)現(xiàn)企業(yè)核心競(jìng)爭(zhēng)力的提高。本文以國有企業(yè)A供水公司為研究對(duì)象,發(fā)現(xiàn)其薪酬體系為上世紀(jì)末制訂形成的。當(dāng)時(shí)歷史背景已經(jīng)與當(dāng)下的經(jīng)濟(jì)環(huán)境發(fā)生較大變化,更多對(duì)于分配與激勵(lì)的積極意義無法合理釋放。A公司薪酬體系問題在當(dāng)前集中表現(xiàn)在過于強(qiáng)調(diào)平均分配,喪失激勵(lì)作用以及薪資結(jié)構(gòu)不科學(xué)等多方面。隨著國企改革的不斷深入,深層問題不斷涌現(xiàn),而現(xiàn)有薪酬體系本身制約下,標(biāo)準(zhǔn)無法統(tǒng)一、定價(jià)體系繁雜、核心崗位招聘缺口、核心人才留住困難等問題,嚴(yán)重影響企業(yè)的長(zhǎng)期發(fā)展。如何優(yōu)化新形勢(shì)下A公司薪酬體系,針對(duì)性的提出相應(yīng)的解決辦法,協(xié)助企業(yè)薪酬得理想的效果,即為本文研究的核心。本文A公司從薪酬體系優(yōu)化的目的、思路以及到優(yōu)化設(shè)計(jì)的內(nèi)容在到薪酬體系優(yōu)化設(shè)計(jì)的監(jiān)測(cè)控制等方面構(gòu)建一套適用于A公司的薪酬體系,以期為公司發(fā)展提供動(dòng)力。本文的內(nèi)容主要從五章進(jìn)行展開。第一部分為緒論,主要對(duì)本文所要進(jìn)行的研究背景、研究意義以及目前國內(nèi)外的研究前沿與核心理論進(jìn)行闡述等。而在第二部分中,主要對(duì)企業(yè)的薪酬體系的相關(guān)基本理論進(jìn)行了論述。主要介紹薪酬體系相關(guān)概念及理論,為后文薪酬體系的改革與優(yōu)化分析奠定基礎(chǔ);第三部分,主要介紹了以A公司為例的水利行業(yè)國有企業(yè)整體及個(gè)別的薪酬體系現(xiàn)狀,查找分析當(dāng)前國有企業(yè)進(jìn)行薪酬體系面臨的主要問題,進(jìn)而闡明國有企業(yè)生產(chǎn)經(jīng)營(yíng)中進(jìn)行薪酬體系改革的必要性與可行性;第四部分,國有企業(yè)薪酬體系案例分析與設(shè)計(jì)。精選國企系內(nèi)具有挖掘價(jià)值的典型案例深入分析,根據(jù)不同薪酬給與方式,分別對(duì)包括薪酬劃分標(biāo)準(zhǔn)、薪酬發(fā)放形式、薪酬評(píng)定等級(jí)標(biāo)準(zhǔn)、薪酬制度設(shè)計(jì)等在在內(nèi)的不同內(nèi)容進(jìn)行了具體設(shè)計(jì)。并采用一定的數(shù)據(jù)測(cè)算的方法,對(duì)薪酬設(shè)計(jì)后可能帶來的收入分配合理及企業(yè)效益提高加以簡(jiǎn)要的論證,同時(shí)對(duì)設(shè)計(jì)前的薪酬可能性結(jié)果進(jìn)行比較分析,并對(duì)改革開放后我國國有企業(yè)薪酬體系進(jìn)行理論介紹,進(jìn)一步闡述國有企業(yè)進(jìn)行薪酬體系的現(xiàn)實(shí)意義;第五部分,總結(jié)薪酬體系制度改革的對(duì)策和經(jīng)驗(yàn)�？偨Y(jié)上述案例在中的薪酬分配制度的改革步驟與經(jīng)驗(yàn)借鑒,進(jìn)而引申并惠及整個(gè)水利行業(yè),通過科合法有效的薪酬制度改革及設(shè)計(jì)建議,促進(jìn)國有企業(yè)的成本控制及生產(chǎn)效率提高,進(jìn)而最終提高A公司為代表下整體企業(yè)的薪酬激勵(lì)及利潤(rùn)綜合水平。
[Abstract]:As the core of the modern enterprise system, the salary system has an important practicality for all levels of workers. Therefore, from the basic staff to the senior management, pay attention to the salary system is high. And a more perfect and scientific salary management system not only has a positive incentive to stimulate the enthusiasm of employees, but also has a positive effect on the promotion of employees' enthusiasm. The sense of belonging of the high workers, the loyalty of the workers and the creative ability of the workers all have a good effect. In addition, in the implementation of the salary system, it has a kind of managerial leverage, which can realize the magnifying effect of the excellent management system and help the solution of the complicated labor relations. The scientific salary management system can realize the superposition effect of the labor production capacity, encourage the workers to improve the productivity and creativity, and finally achieve the improvement of the core competitiveness of the enterprises. This paper takes the A water supply company of the state-owned enterprises as the research object and finds that the salary system has been formulated at the end of the last century. With the current economic environment, more changes have taken place in the current economic environment, and more of the positive significance of the distribution and incentive can not reasonably release the problem of.A compensation system in many aspects, such as excessive emphasis on average distribution, loss of incentive and unscientific salary structure. With the deepening of reform of state-owned enterprises, the deep problems are constantly emerging, Under the existing salary system itself, the standard can not be unified, the pricing system is complex, the core post recruitment gap, the core talent retention difficulties and other problems seriously affect the long-term development of the enterprise. How to optimize the A company compensation system under the new situation, put forward the corresponding solutions to help the enterprise pay the ideal effect, that is, this article At the core of the research, A company has constructed a set of compensation system for A company from the aim of optimization of the salary system and the content of the optimization design to the monitoring and control of the optimization design of the salary system, in order to provide power for the development of the company. The content of this article is mainly carried out from the five chapters. The first part is the introduction, the main part. The research background, research significance and the research frontier and core theory at home and abroad are expounded. In the second part, the basic theories of the salary system are mainly discussed. The related concepts and theories of the salary system are mainly introduced, which lays a foundation for the reform and optimization analysis of the later salary system. The third part mainly introduces the present situation of the whole and individual salary system of the state-owned enterprises in the water industry, which takes A as an example, finds and analyzes the main problems facing the current state-owned enterprises' salary system, and then clarifies the necessity and feasibility of the reform of the salary system in the production and operation of the state-owned enterprises; the fourth part, the state-owned enterprise The case analysis and design of the industry salary system. The typical cases in the state-owned enterprises are carefully analyzed. According to the different compensation methods, the different contents, including the salary division standard, the salary distribution form, the salary rating standard, the salary system design and so on, are respectively designed. According to the method of calculation, it gives a brief demonstration of the reasonable income distribution and the improvement of the enterprise benefit after the salary design. At the same time, it compares and analyses the result of the salary possibility before the design, and gives a theoretical introduction to the salary system of the state-owned enterprises after the reform and opening up, and expounds the reality of the salary system of the state-owned enterprises. The fifth part, summarize the countermeasures and experience of the reform of the salary system system, summarize the reform steps and experience of the compensation distribution system in the above cases, and further extend and benefit the whole water conservancy industry, and promote the cost control and production efficiency of the state-owned enterprises through the reform of the legal and effective compensation system and the design suggestions. And ultimately improve the salary incentive and profit level of A company as a representative of the whole enterprise.
【學(xué)位授予單位】：廣西師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F299.23;F272.92
本文編號(hào)：2158218
[Abstract]:As the core of the modern enterprise system, the salary system has an important practicality for all levels of workers. Therefore, from the basic staff to the senior management, pay attention to the salary system is high. And a more perfect and scientific salary management system not only has a positive incentive to stimulate the enthusiasm of employees, but also has a positive effect on the promotion of employees' enthusiasm. The sense of belonging of the high workers, the loyalty of the workers and the creative ability of the workers all have a good effect. In addition, in the implementation of the salary system, it has a kind of managerial leverage, which can realize the magnifying effect of the excellent management system and help the solution of the complicated labor relations. The scientific salary management system can realize the superposition effect of the labor production capacity, encourage the workers to improve the productivity and creativity, and finally achieve the improvement of the core competitiveness of the enterprises. This paper takes the A water supply company of the state-owned enterprises as the research object and finds that the salary system has been formulated at the end of the last century. With the current economic environment, more changes have taken place in the current economic environment, and more of the positive significance of the distribution and incentive can not reasonably release the problem of.A compensation system in many aspects, such as excessive emphasis on average distribution, loss of incentive and unscientific salary structure. With the deepening of reform of state-owned enterprises, the deep problems are constantly emerging, Under the existing salary system itself, the standard can not be unified, the pricing system is complex, the core post recruitment gap, the core talent retention difficulties and other problems seriously affect the long-term development of the enterprise. How to optimize the A company compensation system under the new situation, put forward the corresponding solutions to help the enterprise pay the ideal effect, that is, this article At the core of the research, A company has constructed a set of compensation system for A company from the aim of optimization of the salary system and the content of the optimization design to the monitoring and control of the optimization design of the salary system, in order to provide power for the development of the company. The content of this article is mainly carried out from the five chapters. The first part is the introduction, the main part. The research background, research significance and the research frontier and core theory at home and abroad are expounded. In the second part, the basic theories of the salary system are mainly discussed. The related concepts and theories of the salary system are mainly introduced, which lays a foundation for the reform and optimization analysis of the later salary system. The third part mainly introduces the present situation of the whole and individual salary system of the state-owned enterprises in the water industry, which takes A as an example, finds and analyzes the main problems facing the current state-owned enterprises' salary system, and then clarifies the necessity and feasibility of the reform of the salary system in the production and operation of the state-owned enterprises; the fourth part, the state-owned enterprise The case analysis and design of the industry salary system. The typical cases in the state-owned enterprises are carefully analyzed. According to the different compensation methods, the different contents, including the salary division standard, the salary distribution form, the salary rating standard, the salary system design and so on, are respectively designed. According to the method of calculation, it gives a brief demonstration of the reasonable income distribution and the improvement of the enterprise benefit after the salary design. At the same time, it compares and analyses the result of the salary possibility before the design, and gives a theoretical introduction to the salary system of the state-owned enterprises after the reform and opening up, and expounds the reality of the salary system of the state-owned enterprises. The fifth part, summarize the countermeasures and experience of the reform of the salary system system, summarize the reform steps and experience of the compensation distribution system in the above cases, and further extend and benefit the whole water conservancy industry, and promote the cost control and production efficiency of the state-owned enterprises through the reform of the legal and effective compensation system and the design suggestions. And ultimately improve the salary incentive and profit level of A company as a representative of the whole enterprise.
【學(xué)位授予單位】：廣西師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F299.23;F272.92
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，本文編號(hào)：2158218
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