本文選題：薪酬管理 + 薪酬體系��； 參考：《東北大學(xué)》2014年碩士論文

【摘要】：隨著進(jìn)入知識(shí)經(jīng)濟(jì)時(shí)代,人力資本在社會(huì)經(jīng)濟(jì)中越來越占據(jù)核心地位,企業(yè)之間的競爭也逐漸轉(zhuǎn)移到人才競爭,而中層管理人員是企業(yè)的中堅(jiān)力量,開發(fā)企業(yè)中層管理人員的智慧是保持企業(yè)競爭力的源泉。從人力資源角度看,薪酬體系是激勵(lì)人才發(fā)揮潛能,調(diào)動(dòng)員工工作積極性的重要工具,因此,建立一套適應(yīng)公司發(fā)展的薪酬體系對(duì)是公司一直以來面臨的重要課題。S公司是一家歷史悠久的制造型企業(yè),經(jīng)過長時(shí)間經(jīng)營,企業(yè)規(guī)模不斷擴(kuò)大,目前S公司已經(jīng)成為中國制造企業(yè)最具影響力的企業(yè)之一,但隨著公司快速發(fā)展,公司的人力資源政策出現(xiàn)了與公司發(fā)展不協(xié)調(diào)的情況,特別是薪酬體系設(shè)計(jì)出現(xiàn)了問題,導(dǎo)致骨干人員流失現(xiàn)象。因此應(yīng)建立一套科學(xué)合理、內(nèi)部公平公正、外部競爭力強(qiáng)的薪酬體系,幫助公司吸引、保留并激勵(lì)核心人才,保持公司競爭力。本文共分為六個(gè)部分。第一部分闡述了本論文研究的目的及背景,并系統(tǒng)梳理了國內(nèi)外關(guān)于中層管理人員薪酬體系研究成果,給出了本論文的內(nèi)容、方法及研究框架。第二部分是對(duì)薪酬理論及薪酬設(shè)計(jì)相關(guān)理論進(jìn)行了綜述,并探討了薪酬體系設(shè)計(jì)的影響因素。第三部分是對(duì)S公司概況、現(xiàn)實(shí)行的薪酬體系進(jìn)行了介紹,并根據(jù)薪酬滿意度調(diào)查結(jié)果,分析公司中層管理人員薪酬體系存在的問題。第四部分是對(duì)S公司中層管理人員崗位進(jìn)行分析與評(píng)估,并對(duì)外部中層管理人員薪酬水平進(jìn)行調(diào)研,對(duì)S公司薪酬進(jìn)行定位,從而對(duì)S公司中層管理人員的薪酬體系進(jìn)行再設(shè)計(jì)。第五部分建立績效考核制度以及非物質(zhì)激勵(lì)機(jī)制,做好S公司中層管理人員薪酬體系實(shí)施保障工作。最后部分是對(duì)S公司薪酬體系改革方案的總結(jié)與展望。通過對(duì)S公司中層管理人員薪酬體系再設(shè)計(jì),提高S公司凝聚力與向心力,滿足公司戰(zhàn)略轉(zhuǎn)型需要,也希望對(duì)其它國有企業(yè)中層人員薪酬改革具有推動(dòng)作用。
[Abstract]:With the entry of the era of knowledge economy, human capital plays a more and more important role in the social economy, and the competition among enterprises is gradually transferred to the competition of talents, and the middle managers are the backbone of the enterprises. Developing the wisdom of middle managers is the source of keeping enterprises competitive. From the point of view of human resources, the salary system is an important tool to motivate talents to bring their potential into full play and motivate employees to work. The establishment of a compensation system to suit the development of the company has been an important issue facing the company all along. S is a manufacturing enterprise with a long history. After a long period of operation, the scale of the enterprise is constantly expanding. At present, company S has become one of the most influential enterprises in China's manufacturing enterprises. However, with the rapid development of the company, the company's human resources policy has not been in harmony with the development of the company, especially in the design of the compensation system. Leading to the loss of backbone personnel phenomenon. Therefore, we should establish a set of scientific and reasonable, fair and equitable internal, strong external competitiveness of the compensation system to help companies attract, retain and encourage core talent, to maintain the competitiveness of the company. This paper is divided into six parts. The first part describes the purpose and background of this paper, and systematically combs the domestic and foreign research results on the middle management compensation system, and gives the contents, methods and research framework of this paper. The second part summarizes the salary theory and salary design theory, and discusses the influencing factors of salary system design. The third part introduces the general situation of S Company and the compensation system of Real Bank, and according to the results of salary satisfaction survey, analyzes the problems existing in the compensation system of middle-level managers in the company. The fourth part is to analyze and evaluate the positions of middle managers in S company, and to investigate the compensation level of external middle managers, and to position the compensation of S company. In order to S company middle management compensation system redesign. The fifth part establishes the performance appraisal system and the non-material incentive mechanism, completes the S company middle management salary system implementation safeguard work. The last part is the summary and prospect of S company's salary system reform plan. By redesigning the compensation system of middle-level managers in S Company, the cohesive force and centripetal force of S Company can be improved to meet the needs of strategic transformation of the company, and it is also hoped that it will promote the salary reform of middle managers in other state-owned enterprises.
【學(xué)位授予單位】：東北大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F272.92;F426.4

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本文編號(hào)：1934617