本文選題：薪酬體系 + 人力資本激勵(lì)��； 參考：《陜西師范大學(xué)》2014年碩士論文

【摘要】：M地產(chǎn)集團(tuán)有限公司是中國(guó)Q集團(tuán)公司的下屬子公司,主要從事房地產(chǎn)開發(fā)、建筑安裝等專業(yè)工程項(xiàng)目。由于該公司主營(yíng)業(yè)務(wù)以工程項(xiàng)目為主,規(guī)模較大,地域分布較廣,需要結(jié)合實(shí)際需求實(shí)現(xiàn)人力資本的靈活調(diào)配。目前,M公司基本上沿用國(guó)企傳統(tǒng)的薪酬管理模式,存在薪酬體系對(duì)人力資本激勵(lì)能力不足,薪酬水平行業(yè)競(jìng)爭(zhēng)力下降,員工薪酬滿意度降低等諸多問題,嚴(yán)重制約了公司的發(fā)展。 本文首先以相關(guān)理論梳理與文獻(xiàn)計(jì)量為基礎(chǔ),結(jié)合M公司薪酬體系的運(yùn)行情況,從員工滿意度、同行業(yè)薪酬競(jìng)爭(zhēng)優(yōu)勢(shì)、人力資本激勵(lì)能力、薪酬體系調(diào)節(jié)能力,員工參與度與信息透明度等角度設(shè)計(jì)調(diào)查問卷并展開調(diào)查,對(duì)薪酬體系存在的問題和相關(guān)原因進(jìn)行深入分析；進(jìn)而結(jié)合人力資本參與度、多系統(tǒng)互動(dòng)協(xié)同度、薪酬體系動(dòng)態(tài)性等方面,對(duì)M公司薪酬體系從戰(zhàn)略、水平和結(jié)構(gòu)三方面進(jìn)行優(yōu)化；最后,根據(jù)優(yōu)化方案的主要內(nèi)容,提出了薪酬體系優(yōu)化方案實(shí)施的具體步驟與評(píng)價(jià)思路。 研究表明：(1)造成M公司薪酬體系相關(guān)問題的主要原因有薪酬體系與績(jī)效考核沒有很好的結(jié)合,薪酬體系的構(gòu)成結(jié)構(gòu)存在一定的不合理性,薪酬水平的長(zhǎng)期調(diào)節(jié)能力不足等；(2)薪酬體系的優(yōu)化主要內(nèi)容有基本工資由原來基于績(jī)效考核的崗位工資調(diào)整為崗位工資+績(jī)效工資的結(jié)構(gòu),薪酬體系內(nèi)引入工資水平的長(zhǎng)期調(diào)節(jié)機(jī)制；(3)薪酬體系優(yōu)化方案的實(shí)施與評(píng)價(jià)需要考慮薪酬體系優(yōu)化內(nèi)容的推廣與外部影響。通過一系列規(guī)范化流程與較充分的信息反饋機(jī)制,能夠有效貫徹薪酬體系優(yōu)化后的調(diào)整與實(shí)施。外部影響的核算估算薪酬體系調(diào)整對(duì)M公司整體運(yùn)作帶來的沖擊,從而實(shí)現(xiàn)風(fēng)險(xiǎn)可控性與合理預(yù)警,以保證薪酬體系優(yōu)化方案的順利實(shí)施。
[Abstract]:M Real Estate Group Co., Ltd. is a subsidiary of China Q Group, mainly engaged in real estate development, construction and installation and other professional projects. Because the main business of the company is mainly engineering projects, large scale and wide geographical distribution, it is necessary to realize the flexible allocation of human capital according to the actual demand. At present, the company basically follows the traditional salary management model of state-owned enterprises. There are many problems such as inadequate incentive ability of compensation system to human capital, declining competitiveness of compensation level industry, reduced employee satisfaction with compensation, and so on. The development of the company is seriously restricted. Based on the related theory and literature measurement, this paper combines the operation of compensation system of M Company, from employee satisfaction, competitive advantage of compensation in the same industry, incentive ability of human capital, adjustment ability of compensation system. From the angles of employee participation and information transparency, this paper designs a questionnaire and carries out a survey to deeply analyze the problems existing in the compensation system and the related reasons; and then combines the participation of human capital, the multi-system interaction and synergy, This paper optimizes the compensation system of M Company from three aspects: strategy, level and structure. Finally, according to the main contents of the optimization scheme, the paper puts forward the concrete steps and evaluation ideas for the implementation of the compensation system optimization scheme. The research shows that the main reasons for the related problems of salary system in M Company are that the compensation system is not well integrated with performance appraisal, and the structure of the compensation system is irrational to a certain extent. The main content of the optimization of the salary system is that the basic salary is adjusted from the post wage based on the performance appraisal to the structure of the post wage based on the performance appraisal. The implementation and evaluation of the optimization scheme of salary system need to consider the promotion and external influence of the optimization content of salary system. Through a series of standardized processes and adequate information feedback mechanism, the adjustment and implementation of the optimized compensation system can be effectively carried out. The adjustment of compensation system of external impact on M company's whole operation, so as to realize risk control and reasonable early warning, so as to ensure the smooth implementation of salary system optimization scheme.
【學(xué)位授予單位】：陜西師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F299.233.4;F272.92

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 王荻;陳巍;;幾種激勵(lì)理論在薪酬管理中的應(yīng)用[J];商業(yè)研究;2005年24期

2 劉平,楊玉武,高映紅;傳統(tǒng)的績(jī)效考評(píng)與系統(tǒng)的績(jī)效管理[J];重慶商學(xué)院學(xué)報(bào);2002年06期

3 胡振華;民營(yíng)企業(yè)國(guó)際化經(jīng)營(yíng)模式探討[J];國(guó)際商務(wù).對(duì)外經(jīng)濟(jì)貿(mào)易大學(xué)學(xué)報(bào);2004年04期

4 呂長(zhǎng)江;趙宇恒;;國(guó)有企業(yè)管理者激勵(lì)效應(yīng)研究——基于管理者權(quán)力的解釋[J];管理世界;2008年11期

5 梁阜;賈瑞乾;李鑫;;薪酬體系設(shè)計(jì)的新理念——基于綜合運(yùn)用激勵(lì)理論的視角[J];東岳論叢;2013年04期

6 唐鳳麗;;基于需求層次理論的高校教師薪酬管理制度構(gòu)建[J];北方經(jīng)貿(mào);2013年07期

7 牟云;;高層次人才薪酬管理研究[J];中國(guó)人才;2013年06期

8 岳意定;李軍;;薪酬戰(zhàn)略與企業(yè)績(jī)效的中間作用機(jī)理分析[J];湖南師范大學(xué)社會(huì)科學(xué)學(xué)報(bào);2008年03期

9 劉星;徐光偉;;政府管制、管理層權(quán)力與國(guó)企高管薪酬剛性[J];經(jīng)濟(jì)科學(xué);2012年01期

10 權(quán)小鋒;吳世農(nóng);文芳;;管理層權(quán)力、私有收益與薪酬操縱[J];經(jīng)濟(jì)研究;2010年11期

，

本文編號(hào)：1873897