T公司薪酬管理方案優(yōu)化研究
發(fā)布時(shí)間：2018-07-18 08:17
【摘要】：進(jìn)入21世紀(jì)以來,企業(yè)面臨的競爭也越來越激烈,而現(xiàn)代競爭的根源在于人才的競爭。人力資源管理成了企業(yè)在未來立于不敗之地的一項(xiàng)戰(zhàn)略性資源,而薪酬管理方案作為人力資源管理的核心,是否擁有一套和企業(yè)背景相匹配的薪酬管理方案,已成為許多企業(yè)關(guān)注點(diǎn)。本文以T公司為例,T公司是一家自動(dòng)化裝配線和檢測設(shè)備生產(chǎn)型企業(yè),通過考察了T公司的經(jīng)營現(xiàn)狀和現(xiàn)有的薪酬管理方案,經(jīng)過實(shí)地訪談和員工問卷調(diào)查方式,發(fā)現(xiàn)T公司現(xiàn)有的薪酬管理方案存在的問題,結(jié)合相關(guān)的工資理論和激勵(lì)理論等薪酬理論,分析出問題的根源。結(jié)合T公司的經(jīng)營戰(zhàn)略,和薪酬設(shè)計(jì)理論,遵循薪酬設(shè)計(jì)相關(guān)原則,提出T公司的薪酬管理方案優(yōu)化設(shè)計(jì)思路和目標(biāo),使用科學(xué)的方法對T公司各崗位進(jìn)行崗位分析、崗位評估,在此基礎(chǔ)上設(shè)計(jì)出一套新的薪酬管理方案。本論文研究的主要內(nèi)容如下:一是對t公司的現(xiàn)有薪酬管理方案進(jìn)行分析,找出存在的問題。從t公司發(fā)展背景,組織結(jié)構(gòu),人力資源配備狀況調(diào)查,收集t公司現(xiàn)有的薪酬管理相關(guān)資料,對t公司高層領(lǐng)導(dǎo)、中低層部分管理者和員工代表進(jìn)行座談,全員不記名問卷調(diào)查,對座談收集信息進(jìn)行匯總,從薪酬結(jié)構(gòu)的整體滿意度,薪酬的競爭性,薪酬制度的合理性,薪酬制度的公平性,薪酬制度的競爭性幾個(gè)方面分析統(tǒng)計(jì)問卷調(diào)查結(jié)果,得出t公司現(xiàn)有的薪酬管理方案存在的問題,并根據(jù)薪酬相關(guān)理論分析出其問題所在。二是對t公司薪酬管理方案進(jìn)行優(yōu)化設(shè)計(jì)。依據(jù)t公司的企業(yè)性質(zhì)和戰(zhàn)略導(dǎo)向性、內(nèi)部一致性、外部競爭性、激勵(lì)性和經(jīng)濟(jì)型等薪酬設(shè)計(jì)原則,提出了t公司薪酬管理方案設(shè)計(jì)的總思路、優(yōu)化設(shè)計(jì)目的和設(shè)計(jì)內(nèi)容。依據(jù)薪酬管理方案設(shè)計(jì)流程,運(yùn)用觀察法對t公司的崗位進(jìn)行分析,借助28因素法對t公司的各崗位進(jìn)行崗位評價(jià),賦予給崗位相應(yīng)的薪點(diǎn)值,根據(jù)各崗位評價(jià)得到的薪點(diǎn)值,對崗位劃分等級,接著結(jié)合市場行情繪制出T公司的薪資曲線,對薪資曲線擬合得出回歸線,借助回歸線計(jì)算出各崗位等級的中點(diǎn)值,最后結(jié)合T公司的崗位特征,給各崗位賦予一個(gè)帶寬參數(shù),根據(jù)中點(diǎn)值和帶寬參數(shù),計(jì)算出個(gè)崗位等級的浮動(dòng)范圍。由此,確立T公司新的薪酬結(jié)構(gòu)。三是分析新的薪酬管理方案實(shí)施所需的保障措施。分析新的薪酬管理方案順利實(shí)施,需要建立相應(yīng)的管理機(jī)制,人員入軌機(jī)制,薪酬調(diào)整機(jī)制,監(jiān)督反饋機(jī)制。并分析新的薪酬管理方案順利實(shí)施所需哪些相關(guān)的支持系統(tǒng),完善績效考核系統(tǒng)和建設(shè)相應(yīng)企業(yè)文化。
[Abstract]:Since entering the 21st century, enterprises are facing more and more fierce competition, and the root of modern competition lies in the competition of talents. Human resources management has become an invincible strategic resource in the future. As the core of human resources management, the salary management scheme has a set of salary management programs that match the enterprise background. Has become the focus of many enterprises. Taking T Company as an example, T Company is a production enterprise of automatic assembly line and testing equipment. By examining the present operating situation and existing salary management scheme of T Company, through field interview and employee questionnaire survey, this paper analyzes the status quo of T Company. This paper finds out the problems existing in T Company's current salary management scheme, and analyzes the root of the problem by combining the relevant salary theory and incentive theory. Combined with the management strategy of T Company and the theory of compensation design, following the principles of compensation design, this paper puts forward the ideas and objectives of optimizing the design of compensation management scheme of T Company, and uses scientific methods to analyze the positions of T Company. Job evaluation, on the basis of the design of a new salary management plan. The main contents of this thesis are as follows: firstly, the existing salary management schemes of t Company are analyzed and the existing problems are found out. From the t company's development background, organization structure, human resource allocation investigation, collect t company's existing compensation management related information, discuss the t company's senior leaders, middle and low level managers and staff representatives, The whole staff collected information by secret questionnaire, from the overall satisfaction of the salary structure, the competitiveness of compensation, the rationality of the compensation system, the fairness of the compensation system, This paper analyzes the results of the statistical questionnaire survey on several aspects of the competition of the compensation system, and concludes the problems existing in the existing salary management schemes of t Company, and analyzes the problems according to the relevant theory of compensation. Two is to t company salary management plan carries on the optimization design. According to the principles of compensation design, such as enterprise nature and strategic orientation, internal consistency, external competition, incentive and economic type, this paper puts forward the general idea, optimization design purpose and design content of compensation management scheme of t company. According to the design process of salary management scheme, the post of t company is analyzed by observation method, the post of t company is evaluated by the method of 28 factors, the corresponding salary point is given to the post, and the value of salary point is obtained according to the evaluation of each post. Then draw the salary curve of T company combined with the market, get the regression line by fitting the salary curve, calculate the midpoint value of each post grade by the regression line, and finally combine the post characteristic of T company. Each position is given a bandwidth parameter and the floating range of a post level is calculated according to the midpoint value and bandwidth parameter. From this, establish T company's new salary structure. The third is to analyze the new salary management program implementation of the necessary safeguards. To analyze the successful implementation of the new salary management scheme, it is necessary to establish the corresponding management mechanism, personnel derailment mechanism, salary adjustment mechanism and supervision feedback mechanism. It also analyzes the related support systems needed for the successful implementation of the new salary management scheme, improves the performance appraisal system and builds the corresponding corporate culture.
【學(xué)位授予單位】：東華大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2016
【分類號】：F272.92;F416.4
本文編號：2131301
[Abstract]:Since entering the 21st century, enterprises are facing more and more fierce competition, and the root of modern competition lies in the competition of talents. Human resources management has become an invincible strategic resource in the future. As the core of human resources management, the salary management scheme has a set of salary management programs that match the enterprise background. Has become the focus of many enterprises. Taking T Company as an example, T Company is a production enterprise of automatic assembly line and testing equipment. By examining the present operating situation and existing salary management scheme of T Company, through field interview and employee questionnaire survey, this paper analyzes the status quo of T Company. This paper finds out the problems existing in T Company's current salary management scheme, and analyzes the root of the problem by combining the relevant salary theory and incentive theory. Combined with the management strategy of T Company and the theory of compensation design, following the principles of compensation design, this paper puts forward the ideas and objectives of optimizing the design of compensation management scheme of T Company, and uses scientific methods to analyze the positions of T Company. Job evaluation, on the basis of the design of a new salary management plan. The main contents of this thesis are as follows: firstly, the existing salary management schemes of t Company are analyzed and the existing problems are found out. From the t company's development background, organization structure, human resource allocation investigation, collect t company's existing compensation management related information, discuss the t company's senior leaders, middle and low level managers and staff representatives, The whole staff collected information by secret questionnaire, from the overall satisfaction of the salary structure, the competitiveness of compensation, the rationality of the compensation system, the fairness of the compensation system, This paper analyzes the results of the statistical questionnaire survey on several aspects of the competition of the compensation system, and concludes the problems existing in the existing salary management schemes of t Company, and analyzes the problems according to the relevant theory of compensation. Two is to t company salary management plan carries on the optimization design. According to the principles of compensation design, such as enterprise nature and strategic orientation, internal consistency, external competition, incentive and economic type, this paper puts forward the general idea, optimization design purpose and design content of compensation management scheme of t company. According to the design process of salary management scheme, the post of t company is analyzed by observation method, the post of t company is evaluated by the method of 28 factors, the corresponding salary point is given to the post, and the value of salary point is obtained according to the evaluation of each post. Then draw the salary curve of T company combined with the market, get the regression line by fitting the salary curve, calculate the midpoint value of each post grade by the regression line, and finally combine the post characteristic of T company. Each position is given a bandwidth parameter and the floating range of a post level is calculated according to the midpoint value and bandwidth parameter. From this, establish T company's new salary structure. The third is to analyze the new salary management program implementation of the necessary safeguards. To analyze the successful implementation of the new salary management scheme, it is necessary to establish the corresponding management mechanism, personnel derailment mechanism, salary adjustment mechanism and supervision feedback mechanism. It also analyzes the related support systems needed for the successful implementation of the new salary management scheme, improves the performance appraisal system and builds the corresponding corporate culture.
【學(xué)位授予單位】：東華大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2016
【分類號】：F272.92;F416.4
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