【摘要】：在這個移動互聯(lián)網(wǎng)經(jīng)濟(jì)圈迅速崛起的新時代,如何在白熱化的商業(yè)競爭中長期立于不敗之地,人力資源管理已經(jīng)成為越來越不容忽視的關(guān)鍵因素。作為人力資源管理核心模塊之一的薪酬體系,若能與企業(yè)發(fā)展戰(zhàn)略有機(jī)結(jié)合,將在企業(yè)對優(yōu)秀人才的吸引、保留和激勵方面扮演重要角色,并且?guī)椭鷤鞒衅髽I(yè)核心價值觀,有助于實現(xiàn)企業(yè)與員工之間的雙贏。 L公司是一家中小型主營運動品類商品在線銷售的電子商務(wù)公司,屬于典型的快速銷售型企業(yè),電子商務(wù)客戶服務(wù)與運營人員占員工的大部分。當(dāng)公司經(jīng)營業(yè)績快速發(fā)展,其人力資源管理卻沒有跟上主營業(yè)務(wù)發(fā)展的節(jié)奏,公司的管理水平和發(fā)展?fàn)顩r并不同步。筆者對L公司薪酬管理方面存在的問題進(jìn)行了較為深入的分析,并對薪酬體系制定量身打造的升級設(shè)計方案。本文的研究重點在于如何理論結(jié)合實際,為L公司量身定做行之有效的薪酬體系。 本文共分為六個部分。第一部分緒論,主要介紹本文的選題背景及意義,研究內(nèi)容,論文結(jié)構(gòu)與研究方法。第二部分是薪酬體系設(shè)計的理論綜述,該部分對薪酬的概念及構(gòu)成、薪酬的功能、薪酬的影響因素、薪酬模式、薪酬策略和薪酬設(shè)計的原則和流程進(jìn)行闡述。第三部分介紹了L公司的基本情況,主要介紹了該公司人力資源管理現(xiàn)狀以及薪酬體系現(xiàn)狀,并深入分析了L公司薪酬體系存在的五個方面問題。第四部分介紹了L公司薪酬體系的改進(jìn)方案,提出了薪酬體系升級的目標(biāo)和策略,介紹了薪酬體系升級的準(zhǔn)備工作和核心內(nèi)容。第五部分介紹了薪酬體系改進(jìn)的實施和保障,介紹了實施的關(guān)鍵步驟,實施難點并進(jìn)行了成本預(yù)估,介紹了相關(guān)的流程與制度的完善,并進(jìn)行了實施效果預(yù)測。第六部分為結(jié)論部分,介紹了本文的主要結(jié)論以及可持續(xù)改善的空間。 本文從L公司的實際情況和薪酬管理的具體問題出發(fā),參考薪酬管理的相關(guān)理論,研究并探討合理有效的薪酬體系再設(shè)計方案。這一方案,不僅適用于快速發(fā)展中的L公司,也對與L公司類似的電子商務(wù)公司較為適用,對于傳統(tǒng)載體為營銷平臺的快速銷售企業(yè)也有一定的借鑒與參考意義。
[Abstract]:In this new era of the rapid rise of mobile Internet economic circle, human resource management has become a key factor that can not be ignored more and more, how to stay in an invincible position in the white-hot business competition for a long time. As one of the core modules of human resource management, if the compensation system can be combined with the enterprise development strategy, it will play an important role in attracting, retaining and encouraging the outstanding talents, and will help to pass on the core values of the enterprise. Company L is a small and medium-sized e-commerce company that sells sports goods online, which is a typical fast selling enterprise. E-commerce customer service and operation staff account for the majority of employees. When the company's business performance develops rapidly, its human resource management does not keep up with the rhythm of the main business development, the management level and the development condition of the company are not synchronized. The author makes a deep analysis of the problems existing in the compensation management of L Company, and formulates a tailor-made upgrade design scheme for the compensation system. The focus of this paper is how to combine theory with practice and make effective compensation system for L Company. This paper is divided into six parts. The first part introduces the background and significance of this paper, research content, structure and research methods. The second part is a review of the theory of compensation system design. This part describes the concept and composition of compensation, the function of salary, the influencing factors of compensation, the compensation model, the compensation strategy and the principle and process of salary design. The third part introduces the basic situation of company L, mainly introduces the current situation of human resources management and compensation system of the company, and deeply analyzes the five aspects of the compensation system of L company. The fourth part introduces the improvement scheme of compensation system of L company, puts forward the goal and strategy of salary system upgrade, and introduces the preparation work and core content of salary system upgrade. The fifth part introduces the implementation and guarantee of the salary system improvement, introduces the key steps of the implementation, the implementation difficulties and the cost estimate, introduces the improvement of the relevant process and system, and forecasts the effect of the implementation. The sixth part is the conclusion, which introduces the main conclusions and the space of sustainable improvement. Based on the actual situation of L Company and the specific problems of salary management, this paper studies and discusses the reasonable and effective compensation system redesign scheme with reference to the relevant theories of compensation management. This scheme is not only suitable for the rapid development of L company, but also suitable for the similar e-commerce company. It is also useful for the fast selling enterprises with traditional carrier as the marketing platform.
【學(xué)位授予單位】：廈門大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272.92;F724.6

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 王加寧;;談公平薪酬與效益薪酬[J];北京市計劃勞動管理干部學(xué)院學(xué)報;2006年03期

2 吳春平;陳悅棠;;EAP在我國的發(fā)展及其展望[J];哈爾濱商業(yè)大學(xué)學(xué)報(社會科學(xué)版);2011年03期

3 李科;王凱;;寬帶動態(tài)薪酬研究綜述[J];焦作大學(xué)學(xué)報;2010年03期

4 張宏如;;中國式EAP激勵:一個理論框架的實施路徑[J];科學(xué)管理研究;2009年01期

5 杜旌;;績效工資:一把雙刃劍[J];南開管理評論;2009年03期

6 張勇;龍立榮;;績效薪酬對團(tuán)隊成員探索行為和利用行為的影響[J];管理科學(xué);2013年03期

7 成卓;賀石昊;;移動互聯(lián)網(wǎng)邁入2.0時代 加速與傳統(tǒng)行業(yè)跨界融合[J];通信世界;2014年02期

8 郭娟;;韓都衣舍:“買手制”電商多級跳[J];IT經(jīng)理世界;2013年01期

9 張毛龍;陳紅;;EAP:國外研究綜述及國內(nèi)發(fā)展探析[J];企業(yè)活力;2011年12期

10 李鳳文;;淺析韓都衣舍電子商務(wù)應(yīng)用[J];企業(yè)導(dǎo)報;2012年19期

，

本文編號：2135576