【摘要】：現(xiàn)代企業(yè)競(jìng)爭(zhēng)實(shí)質(zhì)為人力資源之間的競(jìng)爭(zhēng),薪酬管理是現(xiàn)代人力資源管理中的核心內(nèi)容,薪酬管理是企業(yè)激勵(lì)員工的一個(gè)最為重要的手段,不同的薪酬管理模式或支付方式會(huì)起到不同的激勵(lì)效果。合理有效的薪酬管理體系能最大程度地激發(fā)員工工作的積極性和主動(dòng)性,同時(shí)能夠在人才競(jìng)爭(zhēng)日益激烈的環(huán)境條件下吸引更多的優(yōu)秀員工,保留企業(yè)現(xiàn)有的優(yōu)秀人才。 電力體制改革的不斷深入,電網(wǎng)公司發(fā)展形勢(shì)也在不斷變化,國(guó)網(wǎng)公司已進(jìn)入了“三集五大”的發(fā)展新模式。玉山供電公司進(jìn)一步深化了人力資源集約化管理,在“三集五大”建設(shè)中對(duì)組織機(jī)構(gòu)和崗位設(shè)置進(jìn)行了變革,人員重新配置。在組織機(jī)構(gòu)與崗位變革后,如何體現(xiàn)崗位價(jià)值,實(shí)現(xiàn)員工薪酬收入分配與崗位價(jià)值、個(gè)人貢獻(xiàn)相掛鉤,提高企業(yè)整體經(jīng)營(yíng)能力,實(shí)現(xiàn)企業(yè)資源優(yōu)化配置,建立科學(xué)有效的薪酬管理體系是有效的解決途徑。 本文以玉山供電公司的薪酬管理體系為研究對(duì)象,分析薪酬的概念、功能及影響因素,對(duì)薪酬管理相關(guān)理論進(jìn)行論述,通過(guò)文獻(xiàn)資料、調(diào)查研究等方法分析玉山供電公司人力資源結(jié)構(gòu)現(xiàn)狀及原有薪酬管理存在的問(wèn)題,根據(jù)薪酬設(shè)計(jì)的流程和原則,在公司的發(fā)展戰(zhàn)略和實(shí)際情況上總結(jié)公司薪酬體系設(shè)計(jì)思路,制定新的薪酬設(shè)計(jì)方案,在全體員工中推行崗位績(jī)效工資制。通過(guò)實(shí)施崗位績(jī)效工資制度,強(qiáng)化績(jī)效考核和能力素質(zhì)評(píng)價(jià)在員工薪酬分配中的應(yīng)用,實(shí)施崗位、薪酬動(dòng)態(tài)管理,圍繞公司發(fā)展的戰(zhàn)略目標(biāo),激勵(lì)部門(mén)(單位)、員工不斷改進(jìn)績(jī)效,從而達(dá)到整體績(jī)效的提升,實(shí)現(xiàn)企業(yè)和員工的共同發(fā)展。
[Abstract]:The essence of modern enterprise competition is the competition between human resources. Salary management is the core content of modern human resource management. Salary management is one of the most important means for enterprises to motivate employees. Different salary management models or payment methods will play different incentive effects. Reasonable and effective salary management system can stimulate the enthusiasm and initiative of employees to the greatest extent, at the same time, it can attract more excellent employees under the increasingly fierce competition for talents, and retain the existing outstanding talents in enterprises. With the deepening of the reform of the electric power system, the development situation of the power grid company is also constantly changing, and the national network company has entered the new development mode of "three episodes and five major". Yushan Power supply Company has further deepened the intensive management of human resources, changed the organizational structure and post setting in the construction of "three episodes and five major", and rearranged the personnel. After the organizational structure and post reform, how to embody the post value, realize the employee salary income distribution and the post value, the individual contribution link, improve the enterprise overall management ability, realize the enterprise resources optimization allocation, establish the scientific and effective salary management system is the effective solution. This paper takes the salary management system of Yushan Power supply Company as the research object, analyzes the concept, function and influencing factors of salary, discusses the related theories of salary management, analyzes the present situation of human resource structure and the problems existing in the original salary management of Yushan Power supply Company through literature, investigation and research, and according to the process and principles of salary design, In the development strategy and actual situation of the company, this paper summarizes the design ideas of the company's compensation system, formulates the new salary design scheme, and carries out the post performance wage system among all the employees. Through the implementation of post performance wage system, strengthen the application of performance appraisal and ability quality evaluation in employee compensation distribution, implement post and salary dynamic management, around the strategic objectives of company development, encourage departments (units), employees continue to improve performance, so as to achieve the overall performance of the improvement, to achieve the common development of enterprises and employees.
【學(xué)位授予單位】：華北電力大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F272.92;F426.61

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