H公司薪酬體系研究
發(fā)布時間：2019-04-01 15:23
【摘要】：薪酬管理是現(xiàn)代人力資源管理的重要組成部分,一個科學、合理,體現(xiàn)了公平、激勵、競爭原則的薪酬體系,對企業(yè)人力資源戰(zhàn)略乃到整個公司發(fā)展戰(zhàn)略的實現(xiàn)至關(guān)重要,才能夠在競爭激烈人才市場上有效地吸引、保留和激勵人才,維持企業(yè)的核心競爭能力,在激烈的市場競爭中立于不敗之地。在中國,正經(jīng)歷著由計劃經(jīng)濟向市場經(jīng)濟轉(zhuǎn)軌的過渡階段,建立符合社會主義市場經(jīng)濟體制需要的現(xiàn)代企業(yè)薪酬體系,也顯得迫切需要。對于中小企業(yè),怎樣把書本理論與自身實際相結(jié)合,借鑒大企業(yè)經(jīng)驗,更有研究之必要。 H公司是一家有著近三十年制藥歷史的中藥制藥企業(yè),在經(jīng)歷了國有、國有控股、民營、合資等幾個發(fā)展階段之后,企業(yè)規(guī)模逐步擴大,效益逐年遞增,已成為當?shù)刈钣杏绊懥Φ凝堫^企業(yè)之一。但是隨著企業(yè)的快速發(fā)展,企業(yè)原有的管理體系也暴露出許多不再適應(yīng)發(fā)展要求的環(huán)節(jié)與部分,尤其是薪酬方面暴露出了諸多矛盾,員工對此頗有怨言,工作熱情明顯減退,責任意識淡漠,骨干人才流失現(xiàn)象嚴重,公司的發(fā)展速度明顯放緩,甚至出現(xiàn)停滯不前的征兆。鑒于以上因素,對H公司的薪酬體系進行重新設(shè)計已是勢在必行。 本文簡要介紹了薪酬理論的發(fā)展及國內(nèi)外研究現(xiàn)狀,并對薪酬體系的內(nèi)涵、薪酬的功能、建立薪酬體系應(yīng)遵循的原則進行了闡述,明確了薪酬設(shè)計的基本程序；分析了H公司薪酬體系現(xiàn)狀,指出H公司薪酬體系存在的主要問題,分析產(chǎn)生這些問題的原因。根據(jù)問題產(chǎn)生原因的分析,有針對性地采取相應(yīng)的改進措施,并運用薪酬管理相關(guān)理論,結(jié)合H公司實際情況,對H公司的薪酬體系進行再設(shè)計,新薪酬體系在兼顧內(nèi)外公平性與員工自我公平性的基礎(chǔ)上,更加注重激勵功能的發(fā)揮和風險意識的加強。同時提出了實行這項改革的相關(guān)配套措施及今后需持續(xù)改進之處。
[Abstract]:Salary management is an important part of modern human resources management. A scientific, reasonable, fair, incentive and competitive salary system is very important to the realization of human resource strategy of the enterprise to the development strategy of the whole company. In order to effectively attract, retain and encourage talents in the competitive talent market, maintain the core competitiveness of enterprises, in the fierce market competition in an invincible position. In China, the transition from planned economy to market economy is going through. It is also urgent to establish a modern enterprise salary system which accords with the needs of socialist market economy system. For small and medium-sized enterprises, it is more necessary to study how to combine book theory with their own practice and learn from the experience of large enterprises. H Company is a Chinese medicine pharmaceutical enterprise with a history of nearly 30 years. After several stages of development, such as state-owned, state-owned holding, private ownership, joint venture and so on, the scale of the enterprise has gradually expanded, and the benefits have been increasing year by year. Has become one of the most influential local leading enterprises. However, with the rapid development of the enterprise, the original management system of the enterprise also exposed a lot of links and parts that no longer adapt to the requirements of development, especially the salary aspect exposed a lot of contradictions, the staff have a lot of complaints about this, the enthusiasm for work is obviously reduced. The responsibility consciousness is indifferent, the backbone brain drain phenomenon is serious, the development speed of the company obviously slows down, even appears the sign of stagnation. In view of the above factors, it is imperative to redesign the compensation system of H Company. This paper briefly introduces the development of salary theory and the current research situation at home and abroad, and expounds the connotation of salary system, the function of salary system, the principles to be followed in establishing salary system, and clarifies the basic procedure of salary design. This paper analyzes the present situation of compensation system of H company, points out the main problems existing in the compensation system of H company, and analyzes the causes of these problems. According to the analysis of the causes of the problems, the corresponding improvement measures are taken, and the compensation system of H Company is re-designed by using the relevant theory of salary management and the actual situation of H Company, and the compensation system of H Company is redesigned according to the actual situation of H Company. On the basis of giving consideration to both internal and external fairness and employee self-equity, the new compensation system pays more attention to the exertion of incentive function and the enhancement of risk consciousness. At the same time, it also puts forward the relevant supporting measures for the implementation of this reform and the need for continuous improvement in the future.
【學位授予單位】：東北大學
【學位級別】：碩士
【學位授予年份】：2008
【分類號】：F272.92;F426.72
本文編號：2451666
[Abstract]:Salary management is an important part of modern human resources management. A scientific, reasonable, fair, incentive and competitive salary system is very important to the realization of human resource strategy of the enterprise to the development strategy of the whole company. In order to effectively attract, retain and encourage talents in the competitive talent market, maintain the core competitiveness of enterprises, in the fierce market competition in an invincible position. In China, the transition from planned economy to market economy is going through. It is also urgent to establish a modern enterprise salary system which accords with the needs of socialist market economy system. For small and medium-sized enterprises, it is more necessary to study how to combine book theory with their own practice and learn from the experience of large enterprises. H Company is a Chinese medicine pharmaceutical enterprise with a history of nearly 30 years. After several stages of development, such as state-owned, state-owned holding, private ownership, joint venture and so on, the scale of the enterprise has gradually expanded, and the benefits have been increasing year by year. Has become one of the most influential local leading enterprises. However, with the rapid development of the enterprise, the original management system of the enterprise also exposed a lot of links and parts that no longer adapt to the requirements of development, especially the salary aspect exposed a lot of contradictions, the staff have a lot of complaints about this, the enthusiasm for work is obviously reduced. The responsibility consciousness is indifferent, the backbone brain drain phenomenon is serious, the development speed of the company obviously slows down, even appears the sign of stagnation. In view of the above factors, it is imperative to redesign the compensation system of H Company. This paper briefly introduces the development of salary theory and the current research situation at home and abroad, and expounds the connotation of salary system, the function of salary system, the principles to be followed in establishing salary system, and clarifies the basic procedure of salary design. This paper analyzes the present situation of compensation system of H company, points out the main problems existing in the compensation system of H company, and analyzes the causes of these problems. According to the analysis of the causes of the problems, the corresponding improvement measures are taken, and the compensation system of H Company is re-designed by using the relevant theory of salary management and the actual situation of H Company, and the compensation system of H Company is redesigned according to the actual situation of H Company. On the basis of giving consideration to both internal and external fairness and employee self-equity, the new compensation system pays more attention to the exertion of incentive function and the enhancement of risk consciousness. At the same time, it also puts forward the relevant supporting measures for the implementation of this reform and the need for continuous improvement in the future.
【學位授予單位】：東北大學
【學位級別】：碩士
【學位授予年份】：2008
【分類號】：F272.92;F426.72
【引證文獻】
相關(guān)碩士學位論文 前3條
1 劉天成;酒店行業(yè)服務(wù)人員的薪酬體系優(yōu)化研究[D];中國海洋大學;2012年
2 劉全成;中小型加工制造企業(yè)薪酬體系構(gòu)建研究[D];安徽大學;2012年
3 羅志平;GY高速公路公司績效考核體系優(yōu)化研究[D];南昌大學;2013年
，本文編號：2451666
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