本文選題：公路工程 + 薪酬��； 參考：《河南科技大學(xué)》2012年碩士論文

【摘要】：在競(jìng)爭(zhēng)日益激烈的21世紀(jì)，企業(yè)的競(jìng)爭(zhēng)已經(jīng)轉(zhuǎn)化為人才的競(jìng)爭(zhēng)；而人才的競(jìng)爭(zhēng)就是企業(yè)人力資源管理水平的競(jìng)爭(zhēng)，薪酬福利制度作為人力資源管理的重要模塊，對(duì)企業(yè)吸引人才、使用人才、提升人才、留住人才有著至關(guān)重要的作用。 公路施工企業(yè)屬于野外流動(dòng)施工行業(yè)，具有點(diǎn)多、線長(zhǎng)、面廣，工作環(huán)境艱苦，員工流動(dòng)性和分散性較強(qiáng)等特點(diǎn)，要充分調(diào)動(dòng)各級(jí)各類員工的工作積極性，實(shí)現(xiàn)企業(yè)的發(fā)展目標(biāo)，必須考慮路橋企業(yè)的行業(yè)特性及企業(yè)經(jīng)營(yíng)風(fēng)險(xiǎn),兼顧企業(yè)利益和員工利益，合理設(shè)計(jì)薪酬福利方案。上世紀(jì)90年代，公路項(xiàng)目開始推行項(xiàng)目管理法，生產(chǎn)組織形式發(fā)生了轉(zhuǎn)變，公路施工單位由原來(lái)普遍存在的“工程隊(duì)”建制的施工模式，轉(zhuǎn)變?yōu)橐皂?xiàng)目為經(jīng)營(yíng)載體、按照項(xiàng)目管理法來(lái)進(jìn)行經(jīng)營(yíng)管理。同時(shí)，公路施工工程任務(wù)的承接也由以往的計(jì)劃指派，轉(zhuǎn)變?yōu)楣_的招標(biāo)活動(dòng)，市場(chǎng)競(jìng)爭(zhēng)日趨激烈。施工單位在中標(biāo)之后，根據(jù)招標(biāo)文件，按合同要求組織人員、設(shè)備進(jìn)場(chǎng)臨建，具備開工條件后，開始正常的施工。項(xiàng)目的組織形式為項(xiàng)目經(jīng)理部建制，項(xiàng)目經(jīng)理部是一個(gè)臨時(shí)性的組織機(jī)構(gòu)，在合同文件要求的工期內(nèi)完成施工任務(wù)后，項(xiàng)目經(jīng)理部即解散。很多公路施工企業(yè)，在實(shí)施項(xiàng)目管理法后，與之配套的制度建設(shè)嚴(yán)重滯后，特別是薪酬福利制度與公司經(jīng)營(yíng)狀況不配套，暴露出的種種弊端，已經(jīng)制約了企業(yè)的持續(xù)健康發(fā)展，薪酬福利體系的再設(shè)計(jì)勢(shì)在必行。 作為公司人力資源的主管，筆者長(zhǎng)期以來(lái)從事人力資源管理工作，，積累了一定的人力資源管理經(jīng)驗(yàn)，同時(shí)，充分利用在MBA課程學(xué)習(xí)中學(xué)到的人力資源管理理論，特別是員工薪酬福利分配等理論，針對(duì)X公路工程公司在薪酬福利體系上存在的問(wèn)題，利用文獻(xiàn)分析法、規(guī)范性理論分析方法、調(diào)查研究法等分析公路施工的行業(yè)特征，在論文中，針對(duì)國(guó)內(nèi)外先進(jìn)的薪酬福利理論進(jìn)行分析、論述，并結(jié)合薪酬福利體系有關(guān)理論和設(shè)計(jì)原則，對(duì)X公路工程公司進(jìn)行薪酬福利體系再設(shè)計(jì)。在薪酬福利體系在設(shè)計(jì)過(guò)程中，對(duì)同行業(yè)單位進(jìn)行了調(diào)研，收集國(guó)家有關(guān)薪酬福利的法律法規(guī)，針對(duì)X公路工程公司現(xiàn)行薪酬福利制度，向員工發(fā)放各類調(diào)查表，必要時(shí)走訪員工面談，征集其對(duì)薪酬福利制度的意見和建議。通過(guò)對(duì)X公路工程公司現(xiàn)行薪酬福利制度弊端的分析及對(duì)職工調(diào)查問(wèn)卷的匯總、評(píng)價(jià)，提出自己的見解，制定出適合X公路工程公司的薪酬福利體系，使薪酬福利管理體系更好地支撐公司戰(zhàn)略的發(fā)展，同時(shí)也希望能給公路工程施工企業(yè)的薪酬福利管理帶來(lái)一定的借鑒意義。
[Abstract]:In the 21st century, the competition of enterprises has been transformed into the competition of talents, and the competition of talents is the competition of the level of human resources management, and the compensation and welfare system is an important module of human resources management. It is very important for enterprises to attract, use, promote and retain talents. Highway construction enterprises belong to the field of mobile construction, with many points, long lines, wide scope, difficult working environment, strong mobility and dispersion of staff, etc. It is necessary to fully mobilize the work enthusiasm of all kinds of employees at all levels, In order to realize the development goal of the enterprise, it is necessary to consider the industry characteristics of the road and bridge enterprises and the risk of the enterprise management, to give consideration to the interests of the enterprise and the interests of the staff, and to design the salary and welfare scheme reasonably In the 1990s, the highway project began to carry out the project management law, the production organization form has changed, the highway construction unit changed from the construction mode of the "engineering team" system, which existed in the original, to take the project as the management carrier. Manage according to the project management method. At the same time, the undertaking of highway construction project is changed from the previous plan to open bidding, and the market competition is becoming more and more fierce. After winning the bid, the construction unit shall, according to the bidding documents, organize the personnel and equipment to be built in the field in accordance with the contract requirements, and begin normal construction after the conditions for construction are available. The project management department is a temporary organization which dissolves the project manager department after completing the construction task within the time limit required by the contract document. After the implementation of the project management law, many highway construction enterprises have lagged behind in the construction of supporting systems. Especially, the compensation and welfare system does not match the company's operating conditions, which exposes various disadvantages, which have restricted the sustained and healthy development of the enterprises. The redesign of salary and welfare system is imperative. As the supervisor of human resources, the author has been engaged in human resource management for a long time and accumulated some experience in human resource management. At the same time, he made full use of the theory of human resource management learned in the study of MBA course. In particular, the theory of employee compensation and welfare distribution, aiming at the problems existing in the compensation and welfare system of X Highway Engineering Company, analyzes the industry characteristics of highway construction by using literature analysis method, normative theoretical analysis method, investigation and research method, etc. In this paper, the advanced compensation and welfare theory at home and abroad is analyzed and discussed. Combining with the relevant theories and design principles of compensation and welfare system, the compensation and welfare system of X Highway Engineering Company is redesigned. In the process of designing the compensation and welfare system, we investigated the same industry units, collected the national laws and regulations on compensation and welfare, and distributed all kinds of questionnaires to the employees in the light of the current compensation and welfare system of the X Highway Engineering Company. If necessary, interview with the staff to solicit their views and suggestions on the compensation and benefits system. Based on the analysis of the malpractice of the current compensation and welfare system of X Highway Engineering Company and the summary and evaluation of the questionnaire of the staff and workers, the author puts forward his own opinions and formulates the compensation and welfare system suitable for the X Highway Engineering Company. Make the salary and welfare management system better support the development of the company strategy, but also hope to bring certain reference significance to the highway construction enterprise salary and welfare management.
【學(xué)位授予單位】：河南科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F272.92;F542.6

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