本文選題：XC公司 + 國(guó)有企業(yè)��； 參考：《西南財(cái)經(jīng)大學(xué)》2014年碩士論文

【摘要】：企業(yè)薪酬管理是根據(jù)企業(yè)發(fā)展戰(zhàn)略,就其所處的外部市場(chǎng)環(huán)境,選擇適合企業(yè)內(nèi)部當(dāng)前階段的薪酬策略,以指導(dǎo)薪酬體系的設(shè)計(jì),并對(duì)薪酬體系實(shí)行動(dòng)態(tài)管理,最終實(shí)現(xiàn)企業(yè)戰(zhàn)略目標(biāo)。 XC公司是2004年9月經(jīng)政府批準(zhǔn)成立的國(guó)有獨(dú)資公司,公司主營(yíng)業(yè)務(wù)為城鄉(xiāng)配套基礎(chǔ)設(shè)施建設(shè)、土地整理及相關(guān)的投融資、資產(chǎn)運(yùn)營(yíng)管理和房地產(chǎn)開發(fā)等。公司始終遵循政府投資項(xiàng)目與市場(chǎng)化項(xiàng)目兼顧的發(fā)展思路,將堅(jiān)持走“精品城區(qū)”之路作為發(fā)展路徑,深入推進(jìn)城鄉(xiāng)環(huán)境綜合整治,努力建設(shè)生態(tài)宜居城市。經(jīng)過十年的發(fā)展壯大,XC公司現(xiàn)已成為政府一級(jí)融資平臺(tái),承擔(dān)著重要的投融資功能,也面臨著戰(zhàn)略發(fā)展機(jī)遇。然而目前,XC公司的薪酬管理存在諸如薪酬體系缺乏彈性、激勵(lì)功能不足,績(jī)效考核體系缺失,薪酬增長(zhǎng)軌跡不清晰等一系列問題,缺乏內(nèi)部公平性和外部競(jìng)爭(zhēng)性,造成部分員工消極怠工、工作滿意度降低、負(fù)能量積蓄,這對(duì)公司關(guān)鍵人才的吸引和保留非常不利。公司一直沿用的薪酬方案弊端日益顯現(xiàn),薪酬管理體系變革迫在眉睫。 基于上述問題,XC公司需要具有全局性和長(zhǎng)遠(yuǎn)性的戰(zhàn)略眼光,更加關(guān)注員工職業(yè)生涯發(fā)展和績(jī)效改進(jìn)對(duì)公司持續(xù)繁榮、業(yè)績(jī)提升的積極作用,因此設(shè)計(jì)有效的薪酬激勵(lì)體系對(duì)人才的保有至關(guān)重要。本文針對(duì)XC公司薪酬體系現(xiàn)狀設(shè)計(jì)了調(diào)查問卷,以期更準(zhǔn)確地了解員工對(duì)目前薪酬體系的滿意度,并結(jié)合現(xiàn)代薪酬理論,對(duì)薪酬體系改革方向進(jìn)行研究分析,通過公司戰(zhàn)略分析、崗位分析、崗位評(píng)價(jià)、市場(chǎng)薪酬調(diào)查與定位及薪酬方案設(shè)計(jì)、實(shí)施、評(píng)價(jià)等流程為XC公司設(shè)計(jì)出了薪酬管理體系方案。該方案針對(duì)不同崗位類別實(shí)施差異化的薪酬管理,如對(duì)公司核心人才采用年薪考核制,一般員工采用績(jī)效工資與項(xiàng)目工作掛鉤、與日常工作掛鉤的形式,更好地發(fā)揮薪酬的激勵(lì)作用。 筆者期望能通過薪酬體系的設(shè)計(jì)最大程度地實(shí)現(xiàn)組織目標(biāo)與員工個(gè)人目標(biāo)的協(xié)調(diào)發(fā)展,為提高XC公司的人力資源管理水平、改善員工士氣和組織氛圍、增強(qiáng)競(jìng)爭(zhēng)力奠定良好的基礎(chǔ),從而推動(dòng)公司實(shí)現(xiàn)既定的戰(zhàn)略發(fā)展目標(biāo),使公司未來能更好更快發(fā)展。同時(shí),員工也能通過自身努力工作得到回報(bào)和認(rèn)可,與組織一起共同成長(zhǎng)。本文對(duì)同類型公司也有一定的借鑒意義和啟示作用。
[Abstract]:According to the development strategy of the enterprise, the compensation management of the enterprise chooses the compensation strategy suitable for the present stage of the enterprise in order to guide the design of the compensation system and implement the dynamic management of the compensation system, according to the external market environment of the enterprise. Finally achieve the strategic objectives of the enterprise. XC Company is a wholly state-owned company approved by the government in September 2004. Its main business is infrastructure construction, land consolidation and related investment and financing, asset operation and management, real estate development and so on. The company has always followed the government investment project and market-oriented project development thinking, will adhere to the "fine city" as the development path, in-depth promotion of urban and rural environmental comprehensive renovation, and strive to build an eco-livable city. After ten years' development, XC Company has become the first level financing platform of the government, which bears the important function of investment and financing, and also faces the opportunity of strategic development. However, there are a series of problems, such as lack of flexibility of compensation system, lack of incentive function, lack of performance appraisal system, lack of clear track of salary growth, lack of internal fairness and external competition, etc. As a result, some employees work slowly, job satisfaction reduced, negative energy savings, which is very bad for the company to attract and retain key talent. The drawback of the salary scheme that the company has been using is increasingly apparent, and the reform of the salary management system is imminent. Based on the above problems, XC needs to have a strategic vision of overall and long-term, and pay more attention to the positive effect of employee career development and performance improvement on the continued prosperity and performance improvement of the company. Therefore, the design of an effective salary incentive system is crucial to the retention of talent. In this paper, a questionnaire is designed for the present situation of the compensation system of XC Company, in order to understand the satisfaction of the employees to the current compensation system more accurately, and combine with the modern salary theory to study and analyze the direction of the reform of the compensation system. Through the company strategy analysis, post analysis, post evaluation, market compensation survey and positioning and salary scheme design, implementation, evaluation and other processes designed for XC compensation management system. The scheme implements different salary management for different job categories, such as annual salary assessment system for core talents, performance pay and project work, and daily work. Better play the incentive role of compensation. Through the design of compensation system, the author expects to achieve the coordinated development of organizational goals and individual goals of employees to the greatest extent, in order to improve the level of human resources management, improve the morale and organizational atmosphere of XC Company. Strengthen the competitiveness of the company to lay a good foundation to promote the company to achieve the established strategic development goals, so that the company can better and faster development in the future. At the same time, employees can work hard through their own reward and recognition, and grow together with the organization. This article also has the certain reference significance and the enlightenment function to the same type company.
【學(xué)位授予單位】：西南財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F272.92

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本文編號(hào)：1837547