本文選題：薪酬管理 + 績(jī)效考核��； 參考：《首都經(jīng)濟(jì)貿(mào)易大學(xué)》2017年碩士論文

【摘要】：現(xiàn)階段的企業(yè)管理中,人力資源戰(zhàn)略作為企業(yè)運(yùn)營(yíng)的核心組成部分已成為廣泛共識(shí),卓越的績(jī)效薪酬制度更是被作為企業(yè)良性發(fā)展和立足于市場(chǎng)競(jìng)爭(zhēng)的根本。企業(yè)績(jī)效薪酬體系的構(gòu)建并不一定需要過于前沿的理論或者方法支撐,關(guān)鍵在于如何能夠結(jié)合企業(yè)實(shí)際,探索出適合企業(yè)自身發(fā)展需要的管控體系。隨著市場(chǎng)競(jìng)爭(zhēng)愈發(fā)激烈,特別是國(guó)家放開軍品市場(chǎng)之后,體制弊端也愈發(fā)明顯的阻礙了公司的正常發(fā)展。T公司也已意識(shí)到了企業(yè)發(fā)展轉(zhuǎn)型、內(nèi)部管理優(yōu)化的必要性以及人力資源改革的緊迫性。為了充分的發(fā)現(xiàn)問題、解決問題,通過對(duì)T公司骨干員工、中高層進(jìn)行深入的專家訪談及問卷調(diào)查,明確企業(yè)績(jī)效薪酬體系現(xiàn)狀,T公司主要問題集中體現(xiàn)在組織職能界定不清,部門之間、崗位間推諉扯皮現(xiàn)象嚴(yán)重;薪酬體系初步建立,但薪酬結(jié)構(gòu)、薪酬水平不合理,薪資調(diào)整機(jī)制欠缺,專業(yè)人才流失比較嚴(yán)重,員工忠誠(chéng)度和滿意度降至低谷;績(jī)效考核效果較差,公司整體未能形成良性考核文化,考核指標(biāo)不合理、監(jiān)督落實(shí)不到位、人情色彩濃厚。為解決上述問題,本文結(jié)合國(guó)內(nèi)外較成熟績(jī)效薪酬管理理論和方法工具,擬對(duì)T公司各崗位重新進(jìn)行崗位評(píng)估,并以此建立分職系的寬帶薪酬模式,為員工構(gòu)建職業(yè)發(fā)展通道;在績(jī)效管理上,充分利用目標(biāo)管理、關(guān)鍵業(yè)績(jī)考核、平衡積分卡等成熟工具,為T公司構(gòu)建目標(biāo)計(jì)劃層次分明、主客體考核關(guān)系明確、績(jī)效考核結(jié)果與薪酬掛鉤,并且體現(xiàn)價(jià)值導(dǎo)向、能力導(dǎo)向等績(jī)效管理理念的績(jī)效管理體系,以此希望充分激活人力資源活力,為企業(yè)卓越發(fā)展提供不竭動(dòng)力。
[Abstract]:In the present stage of enterprise management, human resource strategy as the core part of enterprise operation has become a broad consensus, and the excellent performance compensation system is regarded as the foundation of healthy development and market competition. The construction of enterprise performance compensation system does not necessarily need the support of the theory or method, the key lies in how to combine the actual enterprise, explore the management and control system suitable for the enterprise's own development needs. With the increasingly fierce competition in the market, especially after the state has opened up the military products market, the malpractice of the system has become more and more obvious hindering the normal development of the company. T Company has also realized the transformation of the enterprise development. The necessity of internal management optimization and the urgency of human resource reform. In order to find the problem and solve the problem fully, through the in-depth expert interview and questionnaire survey to the key staff of T Company and the middle and high level, it is clear that the present situation of the performance compensation system of the company is mainly reflected in the unclear definition of the organizational function. Between departments, the phenomenon of prevarication is serious; the salary system is initially established, but the salary structure, salary level is unreasonable, the salary adjustment mechanism is lacking, the loss of professional talents is serious, the employee loyalty and satisfaction drop to a low point; The performance appraisal effect is poor, the whole company fails to form the benign appraisal culture, the appraisal index is unreasonable, the supervision implementation is not in place, the human feeling color is strong. In order to solve the above problems, this paper combines the mature theories and methods of performance compensation management at home and abroad, and intends to re-evaluate the positions of T Company, and establish a broadband salary model for employees to build a career development channel for employees. In the performance management, we should make full use of the mature tools such as objective management, key performance appraisal, balanced integral card and so on, to construct the target plan for T company, the relationship between the subject and the object is clear, the result of the performance appraisal is linked to the salary. It also embodies the performance management system of value-oriented, ability-oriented and other performance management concepts, in order to fully activate the vitality of human resources and provide an inexhaustible power for the outstanding development of enterprises.
【學(xué)位授予單位】：首都經(jīng)濟(jì)貿(mào)易大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F426.48

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