本文選題：戰(zhàn)略 + 薪酬��； 參考：《西南財(cái)經(jīng)大學(xué)》2013年碩士論文

【摘要】：在企業(yè)不斷發(fā)展過(guò)程中,人力資源的優(yōu)化配置、合理化的組織結(jié)構(gòu)和科學(xué)化的薪酬體系支撐著企業(yè)發(fā)展戰(zhàn)略目標(biāo)的實(shí)現(xiàn)。而戰(zhàn)略性薪酬體系也成為人力資源管理中的重要組成部分。戰(zhàn)略薪酬體系的建立在激勵(lì)員工工作積極性、提高工作效率、節(jié)約人力資源管理成本等方面都能發(fā)揮出巨大的作用。在設(shè)計(jì)戰(zhàn)略性薪酬體系時(shí),需要重點(diǎn)考慮薪酬體系與企業(yè)戰(zhàn)略的匹配度,要保證兩者可以相互適應(yīng)、相互促進(jìn),以實(shí)現(xiàn)通過(guò)科學(xué)、有效的薪酬體系吸引人才、留住人才,通過(guò)人力資源的優(yōu)勢(shì)突出企業(yè)核心競(jìng)爭(zhēng)力,推動(dòng)企業(yè)戰(zhàn)略發(fā)展的目標(biāo)。 AB公司通過(guò)在房地產(chǎn)行業(yè)中9年的發(fā)展,已成為了成都房地產(chǎn)市場(chǎng)中的主力軍,在經(jīng)營(yíng)好主業(yè)的同時(shí),AB公司逐步涉足房地產(chǎn)相關(guān)行業(yè),不斷拓寬經(jīng)營(yíng)思路,鞏固自身優(yōu)勢(shì),取得了較好的成績(jī),為公司下一步發(fā)展奠定了堅(jiān)實(shí)的基礎(chǔ)。但是,競(jìng)爭(zhēng)日益激烈的市場(chǎng)環(huán)境和業(yè)務(wù)板塊的不斷拓展,對(duì)人力資源管理水平提出了更高的要求。原有薪酬體系表現(xiàn)出與企業(yè)發(fā)展戰(zhàn)略的不匹配,戰(zhàn)略意識(shí)不強(qiáng)、薪酬結(jié)構(gòu)復(fù)雜。為了保證企業(yè)戰(zhàn)略的大力推進(jìn),以優(yōu)化的薪酬體系、人性化的管理方式吸引人才成為了目前工作的重點(diǎn)。 本文以AB公司戰(zhàn)略發(fā)展目標(biāo)為前提,在分析時(shí)參考相關(guān)文獻(xiàn),并通過(guò)走訪專家的方式征詢相關(guān)專業(yè)人士的意見(jiàn)和建議,運(yùn)用戰(zhàn)略管理、人力資源管理、薪酬管理、績(jī)效考核等相關(guān)理論,結(jié)合目前AB公司現(xiàn)有人員結(jié)構(gòu)、組織機(jī)構(gòu)設(shè)置、薪酬管理辦法等人力資源管理實(shí)際情況,對(duì)公司原有薪酬體系進(jìn)行了問(wèn)題診斷,重點(diǎn)分析了薪酬中固定薪酬所占比例過(guò)高、薪酬增長(zhǎng)緩慢、沒(méi)有以能力為導(dǎo)向、與戰(zhàn)略不匹配等幾個(gè)亟待解決的問(wèn)題。通過(guò)對(duì)現(xiàn)存問(wèn)題的分析,對(duì)AB公司薪酬體系進(jìn)行了與發(fā)展戰(zhàn)略相匹配的重新設(shè)計(jì)。提出了通過(guò)在薪酬體系設(shè)計(jì)中融入企業(yè)戰(zhàn)略、重新進(jìn)行崗位評(píng)估、調(diào)整績(jī)效考核方式、完善員工晉升體系的幾方面建議。具體來(lái)講,主要是以企業(yè)發(fā)展戰(zhàn)略和經(jīng)營(yíng)目標(biāo)為導(dǎo)向,對(duì)各工作崗位以勝任力為基礎(chǔ)重新評(píng)價(jià),建立個(gè)人與團(tuán)隊(duì)激勵(lì)相結(jié)合的績(jī)效考核方式,將中高層管理人員、專業(yè)技術(shù)人員、一般行政職能人員與銷售人員的考核區(qū)分開(kāi),將員工的職業(yè)發(fā)展計(jì)劃與企業(yè)發(fā)展戰(zhàn)略相結(jié)合,建立“雙階梯”的職業(yè)發(fā)展模式。最后,對(duì)戰(zhàn)略體系前需要注意的問(wèn)題、實(shí)施中的關(guān)鍵因素和實(shí)施后的評(píng)價(jià)方式做了建議,簡(jiǎn)要分析了在實(shí)施過(guò)程中應(yīng)如何加強(qiáng)監(jiān)督保證新薪酬體系的順利推行,總結(jié)了通過(guò)對(duì)AB公司戰(zhàn)略性薪酬體系設(shè)計(jì)所獲得的啟發(fā)。
[Abstract]:In the process of continuous development of enterprises, the optimal allocation of human resources, rational organizational structure and scientific salary system support the realization of the strategic goal of enterprise development. The strategic compensation system has become an important part of human resources management. The establishment of strategic compensation system can play a great role in encouraging staff enthusiasm, improving work efficiency and saving human resource management costs. When designing the strategic compensation system, we need to focus on the matching degree between the compensation system and the enterprise strategy, to ensure that the two can adapt and promote each other, so as to attract and retain talents through a scientific and effective compensation system. Through the advantage of human resources to highlight the core competitiveness of enterprises, promote the strategic development of enterprises. AB Company has become the main force in Chengdu real estate market through 9 years of development in the real estate industry. At the same time, AB company step by step into the real estate related industries, constantly broaden the management ideas, consolidate their own advantages, have achieved good results, and laid a solid foundation for the next development of the company. However, the increasingly competitive market environment and the continuous expansion of the business sector, the level of human resources management put forward higher requirements. The original salary system does not match with the enterprise development strategy, the strategic consciousness is not strong, the salary structure is complex. In order to ensure the enterprise strategy to promote vigorously, with the optimization of the salary system, humanized management to attract talent has become the focus of the current work. This article regards AB company's strategic development goal as the premise, refers to the related literature in the analysis, and through the way of visiting the experts to consult the relevant professional person's opinion and the suggestion, uses the strategy management, the human resources management, the salary management, the strategic management, the human resources management, the salary management, Performance appraisal and other related theories, combined with the actual situation of human resource management, such as the existing personnel structure, organizational structure, compensation management methods, etc., the existing compensation system of AB Company is diagnosed. This paper focuses on the analysis of several problems to be solved urgently, such as the high proportion of fixed salary, the slow growth of salary, the lack of capability-oriented, and the mismatch between salary and strategy. By analyzing the existing problems, the compensation system of AB Company is redesigned to match the development strategy. This paper puts forward some suggestions on how to integrate the enterprise strategy into the salary system design, reevaluate the position, adjust the performance appraisal method, and perfect the staff promotion system. Specifically, it is mainly based on enterprise development strategy and business objectives, re-evaluation of each job on the basis of competence, establishment of a combination of individual and team motivation performance appraisal, will be the senior management, The professional and technical personnel, the general administrative function personnel and the salesperson's appraisal distinguish, will staff's career development plan and the enterprise development strategy unifies, establishes "double ladder" the profession development pattern. Finally, the paper makes some suggestions on the problems that need to be paid attention to before the implementation of the strategic system, the key factors in the implementation and the evaluation methods after the implementation, and briefly analyzes how to strengthen the supervision to ensure the smooth implementation of the new salary system in the process of implementation. This paper summarizes the inspiration of the design of AB company's strategic compensation system.
【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】：2013
【分類號(hào)】：F272.92

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本文編號(hào)：2022270