本文選題：A電廠 + 薪酬體系��； 參考：《華南理工大學(xué)》2014年碩士論文

【摘要】：企業(yè)的核心競(jìng)爭(zhēng)力來(lái)自于優(yōu)秀的人才，而良好的薪酬管理系統(tǒng)是企業(yè)吸引和保留人才的關(guān)鍵。A電廠是一家成立于1935年的熱電冷三聯(lián)供的國(guó)營(yíng)發(fā)電企業(yè)，承擔(dān)著廣州西部片區(qū)的電負(fù)荷，且為東方賓館、中國(guó)大酒店、廣州軍區(qū)陸軍總醫(yī)院、廣州火車站等大用戶供熱供冷。由于發(fā)電機(jī)組服役時(shí)間較早，現(xiàn)有的機(jī)組容量偏小，對(duì)經(jīng)濟(jì)效益和競(jìng)爭(zhēng)力產(chǎn)生負(fù)面影響，企業(yè)經(jīng)營(yíng)壓力增大。再加上廣州市關(guān)于退二進(jìn)三的政策及環(huán)保排放的要求，企業(yè)的經(jīng)營(yíng)方向正向天然氣分布式能源站改制。在改制的過(guò)程中，要想在激烈的人才競(jìng)爭(zhēng)中吸引、維系和激勵(lì)優(yōu)秀的人才為企業(yè)服務(wù)，必須要為員工制定薪酬水平有競(jìng)爭(zhēng)力，薪酬結(jié)構(gòu)公平合理和以績(jī)效考核為基礎(chǔ)具有激勵(lì)效用的薪酬管理體系。 本文首先闡述了有關(guān)薪酬管理體系的一些基本理論和薪酬模式、現(xiàn)代薪酬管理發(fā)展的新趨勢(shì)；對(duì)A電廠的公司概況和人力資源概況進(jìn)行了描述，并對(duì)Ａ電廠的薪酬體系和績(jī)效管理的現(xiàn)狀進(jìn)行了系統(tǒng)的梳理。接下來(lái)按照變革的新要求，對(duì)組織架構(gòu)進(jìn)行了調(diào)整，對(duì)人員進(jìn)行了優(yōu)化配置。同時(shí)采用調(diào)查問(wèn)卷等方法對(duì)目前的薪酬體系和制度進(jìn)行評(píng)價(jià)和分析，找出目前存在的問(wèn)題，論證了薪酬體系優(yōu)化的重要性和必要性，，并提供了薪酬體系優(yōu)化設(shè)計(jì)的方向。 接下來(lái)本文從企業(yè)的發(fā)展戰(zhàn)略出發(fā)，先確定薪酬戰(zhàn)略；再運(yùn)用要素計(jì)點(diǎn)法進(jìn)行崗位價(jià)值評(píng)估，確定薪酬結(jié)構(gòu)；通過(guò)科學(xué)的薪酬設(shè)計(jì)理論及現(xiàn)階段存在的問(wèn)題有針對(duì)性的進(jìn)行薪酬體系和績(jī)效考核管理的優(yōu)化；最后給出A電廠基于崗位價(jià)值的薪酬體系優(yōu)化方案，具有較強(qiáng)的實(shí)用性，也為其他面臨類似問(wèn)題的企業(yè)提供借鑒。 優(yōu)化后的薪酬管理系統(tǒng)可實(shí)現(xiàn)人力資源管理的三大功能：1、支持和推動(dòng)企業(yè)戰(zhàn)略目標(biāo)，確立企業(yè)競(jìng)爭(zhēng)優(yōu)勢(shì)；2、滿足員工需求，激發(fā)員工潛能，開發(fā)員工能力；3、調(diào)和勞資關(guān)系，維護(hù)社會(huì)公平，推動(dòng)社會(huì)和諧發(fā)展。
[Abstract]:The core competitiveness of the enterprise comes from excellent talents, and a good salary management system is the key to attract and retain talents. A power plant is a state-owned power generation enterprise established in 1935, which is a combination of heat, power and cooling. Bear the electricity load of the western part of Guangzhou, and provide heating and cooling for the large customers such as Dongfang Hotel, China Hotel, Guangzhou military region Army General Hospital, Guangzhou Railway Station and so on. Because of the early service time and the small capacity of the existing generating units, it has a negative impact on economic efficiency and competitiveness, and the operating pressure of the enterprises is increased. In addition, with the policy of withdrawing two, three and three in Guangzhou and the requirement of environmental protection emission, the management direction of the enterprise is being reformed to the natural gas distributed energy station. In the process of restructuring, in order to attract, maintain and motivate the outstanding talents to serve the enterprise in the fierce competition for talents, we must set the salary level for the employees to be competitive. The compensation structure is fair and reasonable and the salary management system based on performance appraisal has incentive effect. This paper first describes some basic theories and compensation models of salary management system, the new trend of modern salary management, and describes the company profile and human resource profile of power plant A. And A power plant pay system and performance management of the status quo is systematically combed. Then, according to the new requirements of the change, the organizational structure was adjusted and the personnel was optimized. At the same time, we use questionnaire to evaluate and analyze the current salary system and system, find out the existing problems, demonstrate the importance and necessity of the salary system optimization, and provide the direction of the salary system optimization design. Then, starting from the development strategy of the enterprise, this paper first determines the salary strategy, and then uses the factor counting method to evaluate the post value and determine the salary structure. Through the scientific salary design theory and the existing problems at the present stage, the optimization of compensation system and performance appraisal management is carried out. Finally, the optimization scheme of compensation system based on post value in A power plant is given, which has strong practicability. It also provides reference for other enterprises facing similar problems. The optimized salary management system can realize the three functions of human resource management: 1, support and promote the strategic goal of the enterprise, establish the competitive advantage of the enterprise, meet the needs of the staff, stimulate the potential of the staff, develop the ability of the staff and reconcile the labor relations. Maintain social equity and promote harmonious social development.
【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F272.92;F426.61

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