本文選題：房地產(chǎn)企業(yè) + 薪酬設計　； 參考：《華北電力大學(北京)》2017年碩士論文

【摘要】：在經(jīng)濟全球化的21世紀,房地產(chǎn)行業(yè)在國民經(jīng)濟發(fā)展過程中起著相當重要的作用,已然成為我國國民經(jīng)濟的支柱性產(chǎn)業(yè)之一。隨著中國政治經(jīng)濟改革的持續(xù)深入,房地產(chǎn)企業(yè)正面臨著重大的政策調(diào)整,這對企業(yè)內(nèi)部管理的要求越來越高。我國中小型房地產(chǎn)企業(yè)占房地產(chǎn)企業(yè)總數(shù)的90%,是房地產(chǎn)行業(yè)的主要構(gòu)成部分。但這類企業(yè)重視規(guī)模擴張輕視內(nèi)部管理體系構(gòu)建的問題非常突出,管理水平相對落后,對環(huán)境的變化較敏感,容易受到宏觀經(jīng)濟、政策的沖擊,長期存在組織機構(gòu)不足以支撐業(yè)務發(fā)展、專業(yè)技術(shù)及管理人員短缺、部門間職責相互推諉、業(yè)務流程不暢、優(yōu)秀員工流失嚴重等問題,制約著企業(yè)的長久發(fā)展。如何提高這類企業(yè)的核心競爭力,保持我國國民經(jīng)濟的持續(xù)發(fā)展,成為迫切需要解決的問題。在房地產(chǎn)這種人員密集且資金密集型的行業(yè)中,人才是企業(yè)的第一生產(chǎn)力。人才通過勞動,為企業(yè)創(chuàng)造價值。企業(yè)買賣人才的勞動來獲取利潤,以擴大自身規(guī)模、維持經(jīng)營。人才通過企業(yè)經(jīng)營獲得的收益得到自身勞動的補償,以維持物質(zhì)生活的需要和精神的滿足。企業(yè)薪酬管理水平的高低直接決定著其能否留住優(yōu)秀人才。通過薪酬管理吸納人才,充分調(diào)動其工作積極性、激發(fā)其潛力,是提升企業(yè)內(nèi)部管理水平的突破口,是企業(yè)把握機遇保持穩(wěn)定健康發(fā)展的基礎,更是企業(yè)提高核心競爭力的根本。因此,房地產(chǎn)企業(yè)面臨的核心問題追根溯源是人才的問題,更是薪酬管理的問題�；诂F(xiàn)代薪酬管理理論,本文參考了大量房地產(chǎn)企業(yè)薪酬管理文獻和成功案例,以遠程房地產(chǎn)有限公司為具體的研究對象,利用問卷調(diào)查和訪談的形式收集公司現(xiàn)行薪酬體系的基本情況,評估其中存在的問題。從付薪的基礎“勞動價值”差異分析的角度出發(fā),對公司崗位進行工作分析,確定其核心價值。再利用因素計點法這一薪酬設計專業(yè)技術(shù),對公司所有崗位進行價值評估,拉出崗位等級。根據(jù)企業(yè)的實際管理需求,建立以崗位價值為主導,輔以績效、技能、福利等模塊的“崗位薪點工資制”,再結(jié)合公司崗位(工程管理、營銷管理、職能管理)的業(yè)務屬性,制定“以崗效工資為基礎的多元化工資結(jié)構(gòu)”,設計了一套具有較強針對性和實用性的,體現(xiàn)崗位價值差異、職員效能差異的薪酬體系。最后利用模糊綜合評價法對薪酬體系的實施效果進行評估。希望能解決遠程房地產(chǎn)有限公司薪酬管理中企業(yè)與員工間平衡、員工與員工間平衡以及員工自身勞動價值與薪酬間平衡等方面的問題,為公司可持續(xù)發(fā)展提供有效的支撐。同時,希望本文的研究為房地產(chǎn)企業(yè)的薪酬制度體系設計提供一些有用的參考。
[Abstract]:In the twenty-first Century of economic globalization, the real estate industry plays a very important role in the development of the national economy, and has become one of the pillar industries of our national economy. With the continuous deepening of China's political and economic reform, the real estate enterprises are facing a major policy adjustment, which is becoming more and more demanding for the internal management of the enterprises. The small and medium real estate enterprises in China are 90% of the total number of real estate enterprises, which are the main components of the real estate industry. However, this kind of enterprise attaches great importance to the construction of the internal management system, which is relatively backward in management level, sensitive to the change of the environment, vulnerable to the impact of macroeconomic, policy and long-term organization. It is not enough to support the development of the business, the shortage of professional technology and management, the interdepartmental responsibilities, the unobstructed business process and the serious loss of employees, which restrict the long-term development of the enterprises. How to improve the core competitiveness of these enterprises and maintain the sustained development of our national economy has become an urgent problem to be solved. In the intensive and capital intensive industry of real estate, talent is the first productive force of the enterprise. Talents create value for the enterprise through labor. The enterprise buys and sells talents to gain profit, so as to expand its own scale and maintain operation. The level of the salary management of the enterprise directly determines whether it can retain the outstanding talents. It is the breakthrough point to improve the internal management level of the enterprise, and the enterprise to keep the stable and healthy development, and the enterprise to keep the talents, mobilize the enthusiasm of the work and stimulate its potential through salary management. Therefore, the core problem of the core competitiveness is to be improved. Therefore, the core problem that the real estate enterprises are facing is the problem of talent and the problem of salary management. Based on the theory of modern salary management, this paper refers to a large number of real estate enterprises' compensation management literature and successful cases, and uses the long distance real estate company as the specific research object and uses the question. In the form of survey and interview, the basic situation of the current salary system of the company is collected and the existing problems are evaluated. From the perspective of the difference analysis of the salary basis "labor value", the analysis of the job of the company is carried out to determine its core value. According to the actual management needs of the enterprise, the "salary point salary system" based on post value, with performance, skills and welfare modules, and the business attributes of the company positions (engineering management, marketing management and function management) are set up, and the diversified wages based on the post efficiency wage are formulated. It designs a set of remuneration system with strong pertinence and practicality, which embodies the difference of job value and staff efficiency. Finally, it evaluates the implementation effect of the salary system by fuzzy comprehensive evaluation. It is hoped to solve the balance between the enterprise and the employees in the compensation management of the long distance real estate company, and between the employees and the employees. The balance and the balance between the employee's own labor value and salary will provide an effective support for the sustainable development of the company. At the same time, I hope this research will provide some useful reference for the design of the salary system of the real estate enterprises.
【學位授予單位】：華北電力大學(北京)
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F272.92;F299.233.4

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本文編號：1938959