海爾長(zhǎng)春分公司薪酬管理體系優(yōu)化設(shè)計(jì)研究
發(fā)布時(shí)間：2019-06-20 03:09
【摘要】：在現(xiàn)代企業(yè)中，人力資源的作用越來(lái)越大，對(duì)人力資源進(jìn)行有效的開(kāi)發(fā)、合理的利用是發(fā)揮其對(duì)組織最大作用的保證。人力資源的作用是否得到重視并得以充分發(fā)揮直接影響著一個(gè)企業(yè)的競(jìng)爭(zhēng)態(tài)勢(shì)，因此，人力資源已經(jīng)成為企業(yè)的核心能力要素并支撐著一個(gè)企業(yè)的核心能力構(gòu)建。薪酬管理在人力資源管理中發(fā)揮著重要作用，是人力資源管理的重要組成部分，企業(yè)如何通過(guò)完善薪酬管理體系來(lái)支持企業(yè)戰(zhàn)略目標(biāo)的實(shí)現(xiàn)，提高員工薪酬滿意度，進(jìn)而調(diào)動(dòng)員工工作積極性、發(fā)揮薪酬管理的激勵(lì)功能已經(jīng)成為公司亟待解決的問(wèn)題。 海爾集團(tuán)的薪酬管理體系在家電行業(yè)已經(jīng)是相對(duì)比較成熟比較完善的薪酬管理體系，這些管理體系在集團(tuán)總部的實(shí)施相對(duì)比較穩(wěn)定、有效。但當(dāng)其貫徹在全國(guó)各地大大小小的分公司是，問(wèn)題卻層出不窮，例如人員流動(dòng)頻繁、薪酬滿意度不高、部門(mén)辦事效率低下等，這些問(wèn)題已經(jīng)嚴(yán)重制約了公司的快速有效的發(fā)展。本文以海爾長(zhǎng)春分公司為研究對(duì)象，通過(guò)對(duì)人力資源及薪酬管理理論知識(shí)的學(xué)習(xí)與掌握，在對(duì)海爾長(zhǎng)春分公司充分調(diào)研的基礎(chǔ)上，結(jié)合企業(yè)發(fā)展階段系統(tǒng)的分析了企業(yè)的組織結(jié)構(gòu)、人力資源結(jié)構(gòu)、薪酬管理問(wèn)題及成因，運(yùn)用理論聯(lián)系實(shí)際，定性與定量的方法，優(yōu)化設(shè)計(jì)一套符合海爾長(zhǎng)春分公司的薪酬管理體系。 本論文的薪酬管理體系主要針對(duì)海爾長(zhǎng)春分公司的一般管理人員，根據(jù)“競(jìng)爭(zhēng)性與穩(wěn)定性向結(jié)合”的薪酬水平策略，完成了對(duì)其薪酬管理體系的優(yōu)化。其內(nèi)容主要包括：在基本薪酬級(jí)別方面，一般銷(xiāo)售管理人員由單純的G5級(jí)別增加了G6級(jí)別,一般售后管理人員由單純的G4級(jí)別增加了G5級(jí)別，增加了員工晉升加薪的通道，消除了以往員工只能在本部門(mén)間轉(zhuǎn)崗或只能在本級(jí)別間轉(zhuǎn)崗的弊端。在績(jī)效考核關(guān)系方面，增加了相關(guān)同級(jí)的考核占比，這樣就由單純的直接上級(jí)考核變?yōu)橹苯由霞?jí)與相同級(jí)別共同考核關(guān)系，可以緩和部門(mén)間的工作關(guān)系、營(yíng)造良好的工作環(huán)境、增強(qiáng)員工的公平感、提高工作效率。增加了彈性福利計(jì)劃，以滿足員工個(gè)人價(jià)值的需求，提高人力資源管理者水平等措施。最后，為保障新的薪酬管理體系的順利實(shí)施，，在制度上建立健全培訓(xùn)制度、完善考核制度、建立晉升制度；在組織上主要是依靠人力資源與各部門(mén)負(fù)責(zé)人及普通員工的溝通、宣傳，通過(guò)有效的溝通化解員工心中的疑惑及矛盾，使薪酬管理體系更加透明；在文化上堅(jiān)持以人為本的思想，使與時(shí)俱進(jìn)、不斷創(chuàng)新的精神在每位員工身上都能得到體現(xiàn)，并通過(guò)各種活動(dòng)來(lái)宣揚(yáng)加強(qiáng)文化的建設(shè)。這套方案將有利于提高公司部門(mén)工作效率，吸引、留住人才，增強(qiáng)企業(yè)的核心競(jìng)爭(zhēng)力、實(shí)現(xiàn)本企業(yè)的可持續(xù)發(fā)展，并為全國(guó)其他分公司薪酬管理問(wèn)題的解決提供借鑒。
[Abstract]:In modern enterprises, human resources play a more and more important role. The effective development and rational utilization of human resources is the guarantee to give full play to the greatest role of the organization. Whether the role of human resources has been paid attention to and can be brought into full play has a direct impact on the competitive situation of an enterprise. Therefore, human resources have become the core competence elements of an enterprise and support the construction of the core competence of an enterprise. Compensation management plays an important role in human resource management and is an important part of human resource management. How to improve the salary management system to support the realization of enterprise strategic objectives, improve employee compensation satisfaction, and then mobilize the enthusiasm of employees, and give full play to the incentive function of compensation management has become an urgent problem to be solved. Haier Group compensation management system in the household appliances industry has been relatively mature and perfect compensation management system, the implementation of these management systems in the group headquarters is relatively stable and effective. However, when it is carried out in large and small branches all over the country, problems emerge in endlessly, such as frequent movement of people, low salary satisfaction, low efficiency of the department, and so on, which have seriously restricted the rapid and effective development of the company. This paper takes Haier Changchun Branch as the research object, through the study and mastery of the theoretical knowledge of human resources and salary management, on the basis of full investigation and investigation of Haier Changchun Branch, combined with the enterprise development stage, systematically analyzes the organizational structure, human resource structure, salary management problems and causes of the enterprise, using the method of combining theory with practice, qualitative and quantitative methods. Optimize the design of a set of compensation management system in line with Haier Changchun Branch. The salary management system of this paper is mainly aimed at the general managers of Haier Changchun Branch. According to the salary level strategy of "the combination of competitiveness and stability", the salary management system of Haier Changchun Branch is optimized. Its contents mainly include: in the basic salary level, the general sales manager increases the G6 level from the simple G5 level, the general after-sale management personnel increases the G5 level from the simple G4 level, increases the staff promotion raise the channel, has eliminated the malpractice that the employee can only change jobs between departments or can only transfer jobs between this level in the past. In the aspect of performance appraisal relationship, the proportion of evaluation at the same level is increased, so that the relationship between direct superior and the same level can be changed from direct superior assessment to direct superior assessment, which can ease the working relationship between departments, create a good working environment, enhance the sense of fairness of employees and improve the work efficiency. Flexible welfare plan has been added to meet the needs of employees' personal value and improve the level of human resources managers. Finally, in order to ensure the smooth implementation of the new salary management system, we should establish and improve the training system, improve the assessment system and establish the promotion system. In the organization, we mainly rely on human resources to communicate with the heads of various departments and ordinary employees, propagandize, resolve the doubts and contradictions in the hearts of employees through effective communication, and make the salary management system more transparent. Adhere to the people-oriented thought in culture, so that the spirit of keeping pace with the times, continuous innovation can be reflected in every employee, and through a variety of activities to promote and strengthen the construction of culture. This scheme will be helpful to improve the work efficiency of the company department, attract and retain talents, enhance the core competitiveness of the enterprise, realize the sustainable development of the enterprise, and provide a reference for the solution of the compensation management problems of other branches in the country.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F426.6;F272.92
本文編號(hào)：2502869
[Abstract]:In modern enterprises, human resources play a more and more important role. The effective development and rational utilization of human resources is the guarantee to give full play to the greatest role of the organization. Whether the role of human resources has been paid attention to and can be brought into full play has a direct impact on the competitive situation of an enterprise. Therefore, human resources have become the core competence elements of an enterprise and support the construction of the core competence of an enterprise. Compensation management plays an important role in human resource management and is an important part of human resource management. How to improve the salary management system to support the realization of enterprise strategic objectives, improve employee compensation satisfaction, and then mobilize the enthusiasm of employees, and give full play to the incentive function of compensation management has become an urgent problem to be solved. Haier Group compensation management system in the household appliances industry has been relatively mature and perfect compensation management system, the implementation of these management systems in the group headquarters is relatively stable and effective. However, when it is carried out in large and small branches all over the country, problems emerge in endlessly, such as frequent movement of people, low salary satisfaction, low efficiency of the department, and so on, which have seriously restricted the rapid and effective development of the company. This paper takes Haier Changchun Branch as the research object, through the study and mastery of the theoretical knowledge of human resources and salary management, on the basis of full investigation and investigation of Haier Changchun Branch, combined with the enterprise development stage, systematically analyzes the organizational structure, human resource structure, salary management problems and causes of the enterprise, using the method of combining theory with practice, qualitative and quantitative methods. Optimize the design of a set of compensation management system in line with Haier Changchun Branch. The salary management system of this paper is mainly aimed at the general managers of Haier Changchun Branch. According to the salary level strategy of "the combination of competitiveness and stability", the salary management system of Haier Changchun Branch is optimized. Its contents mainly include: in the basic salary level, the general sales manager increases the G6 level from the simple G5 level, the general after-sale management personnel increases the G5 level from the simple G4 level, increases the staff promotion raise the channel, has eliminated the malpractice that the employee can only change jobs between departments or can only transfer jobs between this level in the past. In the aspect of performance appraisal relationship, the proportion of evaluation at the same level is increased, so that the relationship between direct superior and the same level can be changed from direct superior assessment to direct superior assessment, which can ease the working relationship between departments, create a good working environment, enhance the sense of fairness of employees and improve the work efficiency. Flexible welfare plan has been added to meet the needs of employees' personal value and improve the level of human resources managers. Finally, in order to ensure the smooth implementation of the new salary management system, we should establish and improve the training system, improve the assessment system and establish the promotion system. In the organization, we mainly rely on human resources to communicate with the heads of various departments and ordinary employees, propagandize, resolve the doubts and contradictions in the hearts of employees through effective communication, and make the salary management system more transparent. Adhere to the people-oriented thought in culture, so that the spirit of keeping pace with the times, continuous innovation can be reflected in every employee, and through a variety of activities to promote and strengthen the construction of culture. This scheme will be helpful to improve the work efficiency of the company department, attract and retain talents, enhance the core competitiveness of the enterprise, realize the sustainable development of the enterprise, and provide a reference for the solution of the compensation management problems of other branches in the country.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F426.6;F272.92
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