本文選題：汽車零配件企業(yè) + 薪酬滿意度��； 參考：《對外經(jīng)濟貿(mào)易大學(xué)》2017年碩士論文

【摘要】：企業(yè)要生存和發(fā)展,需要參與競爭,競爭其實就是市場上各公司人才之間的相互競爭,人才是各企業(yè)最重要、最珍貴的財富和無形資產(chǎn)。如果員工從組織獲得的薪酬高于或大致等于他(她)的需求,那么薪酬滿意度高;反之如果員工從組織獲得的薪酬低于他(她)的需求,那么薪酬滿意度低。低的薪酬滿意度會導(dǎo)致員工產(chǎn)生離職傾向;超低的薪酬滿意度會引發(fā)離職行為。員工離職會給企業(yè)帶來許多有形無形的成本:低效成本,招聘成本,培訓(xùn)成本,空職成本,管理者心理成本。如果是核心員工的離職,它不僅會給企業(yè)帶來直接的經(jīng)濟損失,也有可能帶走公司的商業(yè)秘密。與此同時企業(yè)招聘越來越難�；谶@個現(xiàn)實問題,筆者希望每個帶人經(jīng)理以及組織的人力資源部門,關(guān)注并提升薪酬滿意度這一常見問題,降低員工離職傾向,直面員工離職問題,確保留住優(yōu)秀核心員工,從而確保企業(yè)穩(wěn)定持續(xù)發(fā)展。筆者以X公司作為主體研究對象,采用文獻歸納法先研究了國內(nèi)外關(guān)于薪酬、薪酬滿意度、薪酬滿意度和離職傾向關(guān)系的理論,分析薪酬滿意度的影響因素以及五個維度(薪資水平、福利、非經(jīng)濟報酬、薪資晉升和薪資政策與管理),闡述了薪酬滿意度的理論(公平理論、需求層次理論、雙因素理論、期望理論、強化理論);再通過訪談?wù){(diào)查法,訪談了X公司跨部門的帶人經(jīng)理和普通員工,運用電話訪談和面對面談話的方式獲取低薪酬滿意度的原因:1、新招員工的崗位工資要比同崗位的老員工高;2、同崗位不同熟練程度的員工其薪酬區(qū)別較小;3、個別員工認為自己付出多,回報少;4、薪酬沒有完全與績效考核相掛鉤;5、年度薪酬漲幅不合理;6.崗位晉升沒有帶來顯著的薪酬上升;7、績效評級不合理;最后通過理論與實證研究結(jié)合的分析法,提出相應(yīng)的解決建議:1、管理者要區(qū)分員工所處的需求層次,適當適時提供“非經(jīng)濟報酬”;2.公司應(yīng)科學(xué)合理地設(shè)置符合公司發(fā)展要求的崗位和薪酬區(qū)間;3、員工應(yīng)了解崗位測評,調(diào)整個人所持的薪酬公平標準;4、重視績效評定,分配年終獎應(yīng)做到“效率優(yōu)先,兼顧公平”;5、適當關(guān)注年度調(diào)薪漲幅;6、善于與人力資源部溝通協(xié)調(diào);7、重視績效評定。希望能對提高X公司員工的薪酬滿意度有實際的幫助。
[Abstract]:In order to survive and develop, enterprises need to participate in competition. Competition is actually the competition among talents of various companies in the market. Talents are the most important and precious wealth and intangible assets of enterprises. If the employee's salary from the organization is higher or roughly equal to his or her demand, then the salary satisfaction is high, whereas if the employee's salary from the organization is lower than his or her demand, then the salary satisfaction is low. Low salary satisfaction will lead to turnover intention; low salary satisfaction will lead to turnover behavior. Employee turnover will bring many tangible and intangible costs to the enterprise: inefficient cost, recruitment cost, training cost, vacancy cost, manager psychological cost. If the core staff leave the company, it will not only bring direct economic losses, but also may take away the company's trade secrets. At the same time, recruitment is becoming more and more difficult. Based on this practical problem, the author hopes that every manager and the human resources department of the organization will pay attention to and improve the common problem of salary satisfaction, reduce employee turnover intention, face the problem of employee turnover, and ensure the retention of outstanding core staff. In order to ensure stable and sustainable development of enterprises. Taking X Company as the main research object, the author first studies the theories of compensation, salary satisfaction, salary satisfaction and turnover intention at home and abroad by the method of literature induction. This paper analyzes the influencing factors of salary satisfaction and five dimensions (salary level, welfare, non-economic reward, salary promotion, salary policy and management), and expounds the theory of salary satisfaction (equity theory, demand hierarchy theory, two-factor theory). Expectation theory, strengthen the theory, then through the interview survey method, interviewed X company cross-departmental managers and ordinary employees, The reason for obtaining low pay satisfaction by telephone interview and face-to-face conversation is that the salary of new recruits is 2% higher than that of old employees in the same position, and that of employees with different proficiency in the same position is less different from that of individual employees. The worker thinks he has given much, Returns are less than 4%, pay is not fully linked to performance appraisal, and annual pay increases are unreasonable by 6. 5%. Post promotion does not bring about a significant increase in salary and unreasonable performance rating. Finally, through the analysis of theoretical and empirical research, the author puts forward the corresponding solution proposal: 1, managers should distinguish the demand level of employees. Appropriate and timely provision of "non-economic remuneration". The company should scientifically and reasonably set up the position and salary range that meets the requirements of the company's development, and the employees should understand the post evaluation, adjust the fair standard of salary held by the individual, attach importance to the performance evaluation, and allocate the annual award should be "efficiency first," Pay attention to the annual adjustment pay increase 6, good communication and coordination with the human resources department, pay attention to performance evaluation. Hope to improve X company employee's salary satisfaction has the practical help.
【學(xué)位授予單位】：對外經(jīng)濟貿(mào)易大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F272.92;F416.471
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本文編號：1838291