本文選題：薪酬分配 + 激勵性　； 參考：《蘭州大學》2017年碩士論文

【摘要】：在過去的五年中,匯能公司相繼成立了新能源設計研究院、碳資產管理公司、檢修公司,不斷積極拓展業(yè)務,逐漸形成了新能源產業(yè)鏈式發(fā)展。隨著匯能公司項目開發(fā)、設計咨詢、運行檢修服務等業(yè)務發(fā)展逐漸多元化、市場競爭逐漸激烈、人員情況逐漸復雜,公司目前采用的單一的“崗位薪點制”薪酬分配方式,與公司的發(fā)展階段已不能有效匹配,也不能夠有效的與各類業(yè)務發(fā)展與崗位設置相契合,公司的不斷發(fā)展壯大與人員的激勵問題成為制約公司發(fā)展除政策層面以外最突出的問題。如何能夠在現有市場背景及公司發(fā)展模式下,有效地整合公司內、外部資源,完善組織框架,建立具有激勵性的、能夠有效激發(fā)員工潛能,促進員工與公司同步發(fā)展的薪酬體系,完善崗位、技能、收入相關聯的競爭激勵約束機制,顯得尤為重要。本文以匯能公司現有薪酬分配體系為基礎,以薪酬體系存在的缺陷與不足為著眼點,從公司崗位結構、薪酬總額核定方式、薪酬分配方式等方面進行分析,指出現有薪酬分配制度存在的不合理性。基于上述分析,結合激勵理論及薪酬管理理論的分析運用,通過崗位分析、價值評估、薪酬結構設計及實施管理等步驟對公司現有薪酬分配體系進行優(yōu)化研究,使公司的薪酬體系能夠充分貼合公司現處的發(fā)展階段、發(fā)展特點和發(fā)展戰(zhàn)略。通過保障措施的實施,適時對員工分配體系進行調整和優(yōu)化,建立薪酬的持續(xù)改進機制。通過對員工薪酬體系的優(yōu)化研究,使公司的薪酬分配體系更具公平性、激勵性和競爭性,使公司能夠健康發(fā)展,實現公司利益最大化和員工的利益最大化。
[Abstract]:In the past five years, HuiNeng has set up new energy design and research institute, carbon asset management company, maintenance company, and has been actively expanding its business, gradually forming a new energy industry chain development. With the diversified development of project development, design consultation, operation and maintenance service, the market competition is gradually fierce, the personnel situation is becoming more and more complicated, and the company adopts a single "post salary point system" salary distribution method at present. Can no longer be effectively matched with the company's development stage, nor can it be effectively matched with all kinds of business development and post setting, The continuous development of the company and the encouragement of its personnel have become the most prominent problems restricting the development of the company besides the policy level. How to effectively integrate internal and external resources, perfect the organizational framework, set up incentive, and effectively stimulate the potential of employees under the existing market background and company development model, and how to effectively integrate internal and external resources, improve the organizational framework, It is very important to promote the development of compensation system and perfect the competition incentive and restriction mechanism which is related to position, skill and income. Based on the existing compensation distribution system of Huineng Company and the defects and shortcomings of the compensation system, this paper analyzes the position structure, the total amount of compensation, the way of salary distribution, and so on. The irrationality of the existing salary distribution system is pointed out. Based on the above analysis, combined with incentive theory and salary management theory analysis and application, through the post analysis, value evaluation, salary structure design and implementation of management and other steps to optimize the company's existing salary distribution system. So that the company's compensation system can fully match the company's current stage of development, development characteristics and development strategies. Through the implementation of security measures, timely adjustment and optimization of the staff distribution system, the establishment of a continuous improvement mechanism of compensation. Through the research on the optimization of employee compensation system, the compensation distribution system of the company is more fair, incentive and competitive, so that the company can develop healthily and realize the maximization of the benefits of the company and the interests of the employees.
【學位授予單位】：蘭州大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F272.92;F426.2

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