本文選題：薪酬　切入點(diǎn)：薪酬管理　出處：《蘭州大學(xué)》2013年碩士論文

【摘要】：我國(guó)的房地產(chǎn)業(yè)還屬于一個(gè)新興產(chǎn)業(yè),但它在我國(guó)的國(guó)民經(jīng)濟(jì)中占據(jù)了非常重要的地位,近年來(lái)房地產(chǎn)行業(yè)經(jīng)濟(jì)產(chǎn)值占到了我國(guó)GDP的近十分之一。在當(dāng)前快速發(fā)展的知識(shí)經(jīng)濟(jì)環(huán)境下,市場(chǎng)的激烈競(jìng)爭(zhēng)不可避免地導(dǎo)致了公司的激勵(lì)手段也必須不斷地進(jìn)行完善。作為激勵(lì)機(jī)制中最重要的部分,薪酬制度也必須不斷的與時(shí)俱進(jìn)。恒業(yè)房地產(chǎn)公司作為深圳十分具有規(guī)模的房地產(chǎn)企業(yè),但是因?yàn)楹銟I(yè)房地產(chǎn)公司一直沿用公司初期的薪酬管理體系,雖然該制度在前些年確實(shí)對(duì)公司起到了很好的促進(jìn)作用,但就近幾年的形式來(lái)看,其薪酬管理的手段和技術(shù)已經(jīng)非常的落后,進(jìn)而導(dǎo)致了其組織內(nèi)的大量?jī)?yōu)秀人才不斷的離職,直接影響到了公司的人力資源成本和企業(yè)競(jìng)爭(zhēng)力。 首先,本文精心設(shè)計(jì)了一份科學(xué)的調(diào)查問(wèn)卷,結(jié)合問(wèn)卷調(diào)查的反饋統(tǒng)計(jì),本研究對(duì)恒業(yè)房地產(chǎn)公司薪酬管理體系進(jìn)行了合理的診斷,從恒業(yè)房地產(chǎn)公司的管理人員、普通員工和銷售人員等三個(gè)不同角色的薪酬體系,以及恒業(yè)房地產(chǎn)公司福利制度等四個(gè)方面提出了其薪酬管理體系的現(xiàn)存問(wèn)題。并結(jié)合公司實(shí)際,詳細(xì)分析了造成這些問(wèn)題的四個(gè)原因。其次,本文從五個(gè)方面提出了對(duì)恒業(yè)房地產(chǎn)公司的薪酬體系的改革方案。尤其是其中不同崗位的薪酬設(shè)計(jì)方案,本文結(jié)合恒業(yè)房地產(chǎn)公司的人力資源現(xiàn)狀分高層管理員工、中層管理員工、技術(shù)員工、普通員工和營(yíng)銷員工五個(gè)類別設(shè)計(jì)了不同崗位的不同薪酬標(biāo)準(zhǔn)和制度。最后,為了更好的讓本文的最重要研究成果(第五章的新薪酬體系方案設(shè)計(jì))能夠順利的在恒業(yè)房地產(chǎn)公司得到有效應(yīng)用,本章節(jié)設(shè)計(jì)了相關(guān)的保障措施方案。通過(guò)合理績(jī)效考核流程、公平的薪酬分配制度、注重溝通宣傳、重視企業(yè)文化和引入彈性薪資等五個(gè)方面對(duì)新的薪酬體系的順利實(shí)施提供強(qiáng)有力的保障。 本文在研究過(guò)程中,結(jié)合現(xiàn)代科學(xué)管理中的人力資源管理理論、激勵(lì)機(jī)制理論、績(jī)效考核、薪酬管理理論等理論、方法和工具,參考已有的國(guó)內(nèi)外研究成果,理論聯(lián)系實(shí)際,主要采用了文獻(xiàn)研究、實(shí)地調(diào)研、問(wèn)卷調(diào)查、實(shí)證分析等研究方法,充分注重理論聯(lián)系實(shí)際,以恒業(yè)房地產(chǎn)公司為研究對(duì)象,以解決實(shí)踐需要為目標(biāo),通過(guò)對(duì)恒業(yè)房地產(chǎn)公司的實(shí)際情況進(jìn)行深入調(diào)研分析,幫助其進(jìn)行薪酬體系改革,解決當(dāng)前恒業(yè)房地產(chǎn)公司的薪酬管理中的一些不合理問(wèn)題,提高其吸引和留住優(yōu)秀人才的能力,對(duì)提高恒業(yè)房地產(chǎn)公司的管理績(jī)效、提升企業(yè)競(jìng)爭(zhēng)力和可持續(xù)發(fā)展能力都有著非常重要作用。同時(shí),也為我國(guó)的同類企業(yè)在薪酬體系的設(shè)計(jì)和實(shí)行方面提供了一些新的借鑒。
[Abstract]:China's real estate industry is also a new industry, but it occupies a very important position in our national economy. In recent years, the economic output value of real estate industry accounts for nearly 1/10 of China's GDP.In the current rapid development of knowledge economy environment, the fierce competition in the market inevitably leads to the company's incentive means must be constantly improved.As the most important part of the incentive mechanism, the compensation system must keep pace with the times.Hengye Real Estate Company is a very large real estate enterprise in Shenzhen. However, because Hengye Real Estate Company has been using the initial salary management system of the company, although this system did play a very good role in promoting the company in previous years,But in the form of recent years, the means and technology of salary management have been very backward, which leads to a large number of outstanding talents in the organization to quit, which directly affects the cost of human resources and the competitiveness of the company.First of all, this paper carefully designed a scientific questionnaire, combined with the questionnaire feedback statistics, this study made a reasonable diagnosis of the compensation management system of Hengye Real Estate Company, from the management staff of Hengye Real Estate Company.This paper puts forward the existing problems of compensation management system in four aspects, namely, the compensation system of three different roles of ordinary employees and salesmen, and the welfare system of Hengye Real Estate Company.And combined with the company's actual situation, detailed analysis of the four causes of these problems.Secondly, this paper puts forward the reform scheme of compensation system of Hengye Real Estate Company from five aspects.Especially the salary design scheme of different positions, this paper combines the human resource status of Hengye real estate company into senior management staff, middle management staff, technical staff,Five categories of ordinary employees and marketing employees have designed different salary standards and systems for different positions.Finally, in order to better let the most important research results (the fifth chapter of the new compensation system design) can be successfully applied in Hengye real estate companies, this chapter designed the relevant protection measures.Through reasonable performance appraisal process, fair salary distribution system, pay attention to communication and publicity, pay attention to enterprise culture and introduce flexible salary, five aspects provide a strong guarantee for the smooth implementation of the new compensation system.In the course of the research, combining the theory of human resource management, the theory of incentive mechanism, the theory of performance appraisal, the theory of salary management and other theories, methods and tools, referring to the existing domestic and foreign research results, the theory is combined with practice.It mainly adopts literature research, field investigation, questionnaire investigation, empirical analysis and other research methods, pays full attention to integrating theory with practice, takes Hengye Real Estate Company as the research object, and aims at solving the practical needs.Through in-depth investigation and analysis of the actual situation of Hengye Real Estate Company, it helps them to carry out the reform of compensation system, and solves some unreasonable problems in the current compensation management of Hengye Real Estate Company.Improving its ability to attract and retain outstanding talents plays a very important role in improving the management performance, competitiveness and sustainable development ability of Hengye Real Estate Company.At the same time, it also provides some new reference for similar enterprises in the design and implementation of compensation system.
【學(xué)位授予單位】：蘭州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272.92;F299.233.4

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