本文選題：知識型員工 + 薪酬體系��； 參考：《北京交通大學(xué)》2017年碩士論文

【摘要】：隨著中國社會的不斷發(fā)展,正在興起的中小型企業(yè)已經(jīng)成為市場中不容小視的一股力量。知識密集型中小型企業(yè)又是中小型企業(yè)中活力最為旺盛,市場前景最為樂觀的新型企業(yè)。其以員工的高素質(zhì),產(chǎn)品的高技術(shù)含量在國內(nèi)大的競爭舞臺上成為一顆崛起的新星。知識密集型中小型企業(yè)的核心員工,即知識型員工,是保證其核心競爭力的關(guān)鍵因素,也是企業(yè)賴以長久發(fā)展的中流砥柱。薪酬體系,作為人力資源管理的關(guān)鍵,是吸引人才,保護和發(fā)展人才最重要的因素。其外部的競爭性,內(nèi)部的公平性,對員工的激勵性,都成為企業(yè)發(fā)展中不可或缺的部分�？茖W(xué)、合理的薪酬體系,能夠有效地吸引人才,激勵人才,使人才為企業(yè)帶來更多的效益。本文采用理論與實踐相結(jié)合的方法,結(jié)合PDDT公司所處階段和發(fā)展現(xiàn)狀,在原有薪酬體系的基礎(chǔ)上,設(shè)計一套新的符合企業(yè)戰(zhàn)略規(guī)劃并能有效激勵人才的薪酬體系。本文的研究思路是:通過對文獻的學(xué)習(xí),了解重要的薪酬理論;研究知識密集型中小型企業(yè)的特點,找到該類企業(yè)中薪酬體系普遍存在的問題;再結(jié)合PDDT公司的現(xiàn)狀,通過對比原有薪酬體系,對企業(yè)崗位進行評價,進而構(gòu)建新的薪酬結(jié)構(gòu)與實施方案;最后通過新舊兩個薪酬體系的對比,得出新的薪酬體系可行的結(jié)論。在對薪酬體系設(shè)計的過程中,本文采用崗位參照法對PDDT公司的崗位進行評價而沒有使用當下最為流行的海氏評估法。通過對企業(yè)內(nèi)員工的薪酬滿意度的調(diào)查,以及對已有薪酬體系的分析,找到已有薪酬體系的缺陷,即薪酬透明度不足,薪酬結(jié)構(gòu)不合理,缺乏有效的激勵措施。對此,本文通過對主要部門人員的KPI的調(diào)整和規(guī)范,以及添加新的激勵和懲罰措施,就以上問題進行了有效的調(diào)整。在完成新的薪酬體系之后,通過新舊薪酬體系的對比,得出以下結(jié)論:(1)薪酬體系的建立與企業(yè)其他各方面制度息息相關(guān)。完善的企業(yè)制度有利于形成良好的薪酬體系,在擁有較完善的企業(yè)制度的前提下,薪酬體系也能夠最大程度地發(fā)揮其功效。(2)沒有最好的薪酬體系,只有最適合企業(yè)的薪酬體系。對于每一個企業(yè)都有一個最適合的薪酬體系,然而該薪酬體系與企業(yè)呈一一對應(yīng)的關(guān)系,即適于一個企業(yè)的薪酬體系不會同樣適于其他企業(yè)。(3)對于大多數(shù)企業(yè),薪酬體系往往只注重了外在薪酬,即物質(zhì)方面的薪酬,而忽略了對于員工精神方面的薪酬。在知識密集型企業(yè)中,知識型員工相較其他員工更加注重內(nèi)在薪酬的獎勵。他們對內(nèi)在薪酬的看重程度大于外在薪酬。沒有良好的對于內(nèi)在薪酬的體系制度,員工對薪酬的滿意度將會收到影響,尤其是知識型員工。
[Abstract]:With the development of Chinese society, the emerging small and medium-sized enterprises have become a force in the market. Knowledge-intensive small-and-medium-sized enterprises are the new type enterprises with the most vigorous energy and the most optimistic market prospects. Its high-quality employees, high-tech products in the domestic competition stage to become a rising star. Knowledge-intensive small and medium-sized enterprises' core staff, that is, knowledge-based employees, is the key factor to ensure their core competitiveness and the mainstay of their long-term development. As the key of human resource management, salary system is the most important factor to attract, protect and develop talents. The external competition, the internal fairness and the incentive to the employees all become an indispensable part of the enterprise development. A scientific and reasonable salary system can attract talents, motivate them and bring more benefits to enterprises. This paper adopts the method of combining theory with practice, combining with the stage and development situation of PDDT Company, and on the basis of the original salary system, designs a new salary system which accords with the enterprise's strategic plan and can effectively motivate talents. The research ideas of this paper are: through the study of literature, to understand the important salary theory; to study the characteristics of knowledge-intensive small and medium-sized enterprises, to find out the common problems in the compensation system of this kind of enterprises; and then to combine with the status quo of PDDT Company. By comparing the original salary system and evaluating the position of the enterprise, the author constructs a new salary structure and implementation scheme. Finally, through the comparison of the old and the new compensation system, the feasible conclusion of the new compensation system is obtained. In the process of designing the compensation system, this paper uses the post reference method to evaluate the position of PDDT company, instead of using the most popular Hayes evaluation method. Through the investigation of the employees' compensation satisfaction and the analysis of the existing compensation system, the defects of the existing compensation system are found, that is, the lack of salary transparency, the unreasonable salary structure and the lack of effective incentive measures. In this paper, by adjusting and standardizing the KPI of the main department personnel, and adding new incentive and punishment measures, the above problems are effectively adjusted. After the completion of the new compensation system, through the comparison of the new and the old compensation system, we can draw the following conclusion: 1) the establishment of the compensation system is closely related to other aspects of the enterprise system. A perfect enterprise system is conducive to the formation of a good compensation system. On the premise of having a more perfect enterprise system, the compensation system can also exert its efficacy to the maximum extent) there is no best compensation system, only the most suitable compensation system for the enterprise. For every enterprise, there is a most suitable compensation system, but the compensation system has a one-to-one relationship with the enterprise, that is, the compensation system suitable for one enterprise will not be suitable for other enterprises. Pay system often only pays attention to the external salary, namely the material aspect salary, but neglects to the employee spirit aspect salary. In knowledge-intensive enterprises, knowledge-based employees pay more attention to the reward of internal compensation than other employees. They value the internal salary more than the external salary. Without a good system of internal compensation, employee satisfaction will be affected, especially by knowledge workers.
【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F272.92

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