本文選題：人力資源 + 薪資結(jié)構(gòu)�。� 參考：《遼寧大學(xué)》2012年碩士論文

【摘要】：當(dāng)今世界正處于全球經(jīng)濟(jì)一體化時(shí)期,企業(yè)之間競(jìng)爭(zhēng)的焦點(diǎn)聚集在人力資源的開發(fā)和使用上。人力資源成為支持企業(yè)可持續(xù)發(fā)展的重要戰(zhàn)略性力量,而薪資管理又是企業(yè)運(yùn)作中最受關(guān)注的問題之一,是人力資源管理的核心內(nèi)容,而薪資設(shè)計(jì)是建立現(xiàn)代薪資管理制度的前提和重要組成部分。合理有效的薪資體系不但能有效激發(fā)員工的積極性與主動(dòng)性,促進(jìn)員工努力實(shí)現(xiàn)組織目標(biāo),提高組織的效益,而且能在人才競(jìng)爭(zhēng)日益激烈的知識(shí)經(jīng)濟(jì)下吸引和保留住一支素質(zhì)良好且有競(jìng)爭(zhēng)力的員工隊(duì)伍。隨著我國(guó)經(jīng)濟(jì)飛速發(fā)展及國(guó)家大力調(diào)整經(jīng)濟(jì)產(chǎn)業(yè)結(jié)構(gòu)政策,第三產(chǎn)業(yè)在國(guó)民經(jīng)濟(jì)中所占的比重越來越大,酒店業(yè)的發(fā)展也是日新月異,與此同時(shí)沈陽(yáng)酒店行業(yè)的競(jìng)爭(zhēng)也日趨激烈。而酒店業(yè)的競(jìng)爭(zhēng),其實(shí)就是是人才的競(jìng)爭(zhēng),凸顯了人力資源的重要性,如果酒店想在激烈的競(jìng)爭(zhēng)中生存下去,就必須要重視人力資源的引用。任何一家成功的酒店都是充分利用合理科學(xué)的薪資管理來吸引人才,激勵(lì)人才,留住人才。薪資可以直接體現(xiàn)員工在酒店中的地位和價(jià)值,這其中涵蓋著員工的綜合能力及發(fā)展空間。 本文是以GM酒店為例,分析GM酒店的員工薪資結(jié)構(gòu)現(xiàn)狀并進(jìn)行改進(jìn)方案研究設(shè)計(jì)。從薪資基本管理理論入手,全面、系統(tǒng)地對(duì)GM酒店薪資狀況進(jìn)行分析,并結(jié)合薪資制度理論,歸納出酒店行業(yè)薪資管理中普遍存在的許多問題,如薪資結(jié)構(gòu)單一、激勵(lì)性欠缺、價(jià)值導(dǎo)向偏離、薪資分配不均衡、薪資整體水平偏低、薪資定位模糊等等,然后利用調(diào)查問卷、比較分析、理論論證等方法,結(jié)合外部薪資調(diào)查和內(nèi)部薪資數(shù)據(jù)分析,提出GM酒店薪資結(jié)構(gòu)的改進(jìn)的構(gòu)想,對(duì)不合理的問題進(jìn)行改良,再設(shè)計(jì)一套科學(xué)的、符合GM酒店具體情況和滿足其發(fā)展戰(zhàn)略目標(biāo)的薪資結(jié)構(gòu)的設(shè)計(jì),使GM酒店的薪資管理更具有競(jìng)爭(zhēng)力,進(jìn)一步發(fā)揮薪資激勵(lì)的作用,提高員工滿意度,從而更能吸引員工、留住員工。
[Abstract]:The world is in the period of global economic integration. The focus of competition among enterprises is concentrated on the development and use of human resources. Human resources have become an important strategic force to support the sustainable development of enterprises. And salary management is one of the most concerned problems in the operation of the enterprise, and the core content of human resource management, and the salary is paid. Design is the precondition and important part of establishing a modern salary management system. A reasonable and effective salary system can not only effectively stimulate the enthusiasm and initiative of the employees, promote the staff to achieve the organizational goals, improve the organization's benefit, but also attract and retain a good quality under the increasingly competitive knowledge economy. With the rapid development of China's economy and the national economic restructuring policy, the proportion of the third industry in the national economy is increasing, and the development of the hotel industry is changing day by day. At the same time, the competition in the hotel industry in Shenyang is becoming fiercer. The competition of the hotel industry is actually a person. The competition has highlighted the importance of human resources. If the hotel wants to survive in the fierce competition, it is necessary to pay attention to the reference of human resources. Any successful hotel makes full use of reasonable and scientific salary management to attract, motivate and retain talent. Salary can directly reflect the staff in the hotel. Position and value, which covers the comprehensive ability and development space of employees.
This article takes the GM hotel as an example to analyze the employee salary structure of GM Hotel and improve the design of the scheme. Starting with the basic salary management theory, this paper makes a comprehensive and systematic analysis of the salary status of the GM Hotel, and combines the theory of salary system to sum up many common problems in the salary management of the hotel industry, such as the salary structure. First, the lack of incentive, deviation of value orientation, unbalanced salary distribution, low salary overall level, fuzzy salary positioning and so on, and then use the questionnaire, comparative analysis, theoretical demonstration and other methods, combined with external salary investigation and internal salary data analysis, put forward the idea of improving the salary structure of GM wine shop, and change the unreasonable problems. Well, the design of a scientific salary structure that meets the specific situation of the GM Hotel and meet its development strategic goals will make the salary management of the GM hotel more competitive, further play the role of salary incentive, improve employee satisfaction, and thus attract employees and retain employees.

【學(xué)位授予單位】：遼寧大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F272.92;F719

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本文編號(hào)：1805292