本文關(guān)鍵詞：CSTH公司薪酬體系優(yōu)化研究　出處：《中南大學》2014年碩士論文　論文類型：學位論文

  更多相關(guān)文章： 薪酬體系 優(yōu)化 激勵 分析模型

【摘要】：摘要：CSTH公司是由政府主導成立的市場化運作房地產(chǎn)類國有企業(yè),自2010年成立起,其薪酬體系一直沿用控股母公司的模式,為典型的土地一級開發(fā)類型,導致CSTH公司的薪酬體系在房地產(chǎn)行業(yè)的競爭力偏低。同時,內(nèi)部的薪酬分配差異化不明顯,薪酬的激勵作用趨于弱化。另外CSTH公司董事會只是對薪酬體系中的崗位薪酬標準進行審批,對年度薪酬總額的管控基本沒有。 針對以上問題,本文以CSTH公司作為研究對象,通過訪問調(diào)查、問卷調(diào)查、數(shù)據(jù)模型分析和外部市場調(diào)查等方式對CSTH公司的人力資源和薪酬現(xiàn)狀進行了全面而深入的診斷和分析,并結(jié)合人力資源管理相關(guān)理論和薪點式薪酬體系設(shè)計方法對該企業(yè)的薪酬體系的優(yōu)化設(shè)計進行研究。 本文對CSTH公司薪酬體系優(yōu)化的要點：一是通過崗位價值評估,應用崗位薪點值設(shè)計思路,對每個崗位的價值進行量化；二是區(qū)分了業(yè)務序列、管理序列和職能序列的崗位價值貢獻,并在薪酬體系中予以體現(xiàn)；三是實行薪酬總額控制原則,即先確定薪酬總額的“大蛋糕””,再根據(jù)崗位價值和績效考核結(jié)果確定內(nèi)部分配的“小蛋糕”；四是參照房地產(chǎn)行業(yè)市場薪酬水平調(diào)整薪酬標準,達到充分激發(fā)員工積極性,同時使其感到內(nèi)部相對公平,發(fā)揮薪酬體系的保障和激勵作用。
[Abstract]:The CEO CSTH company is a state-owned enterprise of real estate, which is established by the government. Since its establishment in 2010, its salary system has been in the mode of holding the parent company. As a typical type of land development, the compensation system of CSTH is low in the real estate industry. At the same time, the difference of internal salary distribution is not obvious. The incentive role of compensation tends to weaken. In addition, the board of directors of CSTH only approves the salary standards in the compensation system, and has little control over the total annual compensation. In view of the above problems, this paper takes CSTH Company as the research object, through the interview investigation, questionnaire survey. The data model analysis and the external market survey have carried on the comprehensive and thorough diagnosis and the analysis to the CSTH company's human resources and the salary present situation. Combined with the theory of human resource management and the design method of salary point compensation system, the optimization design of compensation system of this enterprise is studied. In this paper, the main points of CSTH compensation system optimization are as follows: first, the value of each post is quantified through the evaluation of the post value and the application of the design idea of the post salary point value; Second, it distinguishes the contribution of post value from business sequence, management sequence and function sequence, and embodies them in the compensation system. The third is to implement the principle of total salary control, that is, to determine the "big cake" of the total salary first, and then to determine the "cupcake" of the internal distribution according to the post value and the result of the performance appraisal. The fourth is to adjust the salary standard according to the compensation level of the real estate market, to fully stimulate the enthusiasm of the employees, at the same time to make them feel relatively fair inside, and to play the role of protection and incentive of the compensation system.
【學位授予單位】：中南大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F272.92;F299.233.4

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