本文選題：HNYD公司 + 白酒釀造企業(yè)�。� 參考：《中南大學(xué)》2014年碩士論文

【摘要】：近幾年,在經(jīng)歷了質(zhì)量門事件、政府禁酒令事件及白酒的不正當(dāng)提價(jià)競(jìng)爭(zhēng)后,我國(guó)白酒銷售量呈波動(dòng)下降趨勢(shì),對(duì)白酒釀造企業(yè)造成一定影響。同時(shí),白酒釀造企業(yè)內(nèi)部的主力軍也在發(fā)生著變化,60、70后逐漸被80、90后所替代。我國(guó)的白酒釀造行業(yè)正在經(jīng)歷著前所未有的轉(zhuǎn)型期。激勵(lì)性問題成為白酒釀造行業(yè)亟需解決的首要問題。為了探索新環(huán)境及新時(shí)代下白酒釀造行業(yè)激勵(lì)體系設(shè)計(jì)的有效方法,本文特以HNYD公司為例進(jìn)行研究。 HNYD是海南一家上市公司的分子公司,以白酒釀造、飲料制造為主。HNYD同樣面臨轉(zhuǎn)型期員工人均產(chǎn)能低、員工積極性不高的問題,激勵(lì)體系尤其是薪酬激勵(lì)體系亟需改革。本研究以實(shí)證和理論相結(jié)合的方法,在查閱和學(xué)習(xí)了當(dāng)代薪酬管理理論的基礎(chǔ)上,采用訪談、調(diào)查、專家咨詢以及案頭分析等方法,較系統(tǒng)地分析了HNYD公司的現(xiàn)行薪酬管理體系,找出了公司薪酬體系存在的主要問題。結(jié)合公司目前存在的主要問題,從薪酬水平、薪酬結(jié)構(gòu)、激勵(lì)對(duì)象等層面制定了薪酬總體策略,并在總體策略指導(dǎo)下,以崗位價(jià)值評(píng)估為基礎(chǔ),對(duì)HNYD薪酬體系進(jìn)行了設(shè)計(jì),包含薪酬等級(jí)設(shè)計(jì)、薪酬水平設(shè)計(jì)、薪酬結(jié)構(gòu)設(shè)計(jì)、薪酬管理制度設(shè)計(jì)。為了保證新的薪酬體系的科學(xué)性、經(jīng)濟(jì)性和應(yīng)用性,本文特進(jìn)行了薪酬總額的測(cè)算和薪酬套改方案的制定。新的薪酬體系的順利實(shí)行除了和薪酬方案本身相關(guān)外,與企業(yè)的人力資源及文化管理都有密切聯(lián)系,為了保證新的薪酬管理體系能得以切實(shí)應(yīng)用,本文就HNYD企業(yè)的相關(guān)管理如人力資源管理、企業(yè)文化管理等提出了改進(jìn)建議。
[Abstract]:In recent years, after the quality event, the government ban and the unfair price increase competition, the liquor sales volume in our country has fluctuated and decreased, which has a certain impact on the liquor brewing enterprises. At the same time, the main force of liquor brewing enterprise is gradually replaced by 80,90 's. The liquor brewing industry in China is undergoing an unprecedented transition period. Incentive problem has become the most important problem in liquor brewing industry. In order to explore the effective method of incentive system design of liquor brewing industry under the new environment and new era, this paper takes HNYD Company as an example to study. HNYD is a subsidiary of a listed company in Hainan Province. It is also faced with the problem of low per capita productivity and low enthusiasm of employees in the transition period. The incentive system, especially the salary incentive system, is in urgent need of reform. On the basis of consulting and studying the contemporary salary management theory, this study adopts the methods of interview, investigation, expert consultation and desk analysis. This paper systematically analyzes the current salary management system of HNYD Company and finds out the main problems existing in the compensation system. Combined with the main problems of the company at present, the overall salary strategy is formulated from the pay level, salary structure, incentive object and so on. Under the guidance of the overall strategy, the HNYD compensation system is designed on the basis of the evaluation of the post value. Includes salary grade design, salary level design, salary structure design, compensation management system design. In order to ensure the science, economy and application of the new salary system, this paper calculates the total salary and formulates the scheme of salary reform. The smooth implementation of the new compensation system is closely related to the human resources and cultural management of the enterprise, in addition to the compensation scheme itself. In order to ensure that the new compensation management system can be applied effectively, This paper puts forward some suggestions to improve the management of HNYD enterprises, such as human resource management and corporate culture management.
【學(xué)位授予單位】：中南大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F272.92;F426.82

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