發(fā)布時(shí)間：2018-07-09 14:35

  本文選題：薪酬分配 + 激勵(lì)性　； 參考：《蘭州大學(xué)》2017年碩士論文

【摘要】：在過(guò)去的五年中,匯能公司相繼成立了新能源設(shè)計(jì)研究院、碳資產(chǎn)管理公司、檢修公司,不斷積極拓展業(yè)務(wù),逐漸形成了新能源產(chǎn)業(yè)鏈?zhǔn)桨l(fā)展。隨著匯能公司項(xiàng)目開(kāi)發(fā)、設(shè)計(jì)咨詢、運(yùn)行檢修服務(wù)等業(yè)務(wù)發(fā)展逐漸多元化、市場(chǎng)競(jìng)爭(zhēng)逐漸激烈、人員情況逐漸復(fù)雜,公司目前采用的單一的“崗位薪點(diǎn)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(wù)發(fā)展與崗位設(shè)置相契合,公司的不斷發(fā)展壯大與人員的激勵(lì)問(wèn)題成為制約公司發(fā)展除政策層面以外最突出的問(wèn)題。如何能夠在現(xiàn)有市場(chǎng)背景及公司發(fā)展模式下,有效地整合公司內(nèi)、外部資源,完善組織框架,建立具有激勵(lì)性的、能夠有效激發(fā)員工潛能,促進(jìn)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(guān)聯(lián)的競(jìng)爭(zhēng)激勵(lì)約束機(jī)制,顯得尤為重要。本文以匯能公司現(xiàn)有薪酬分配體系為基礎(chǔ),以薪酬體系存在的缺陷與不足為著眼點(diǎn),從公司崗位結(jié)構(gòu)、薪酬總額核定方式、薪酬分配方式等方面進(jìn)行分析,指出現(xiàn)有薪酬分配制度存在的不合理性�；谏鲜龇治�,結(jié)合激勵(lì)理論及薪酬管理理論的分析運(yùn)用,通過(guò)崗位分析、價(jià)值評(píng)估、薪酬結(jié)構(gòu)設(shè)計(jì)及實(shí)施管理等步驟對(duì)公司現(xiàn)有薪酬分配體系進(jìn)行優(yōu)化研究,使公司的薪酬體系能夠充分貼合公司現(xiàn)處的發(fā)展階段、發(fā)展特點(diǎn)和發(fā)展戰(zhàn)略。通過(guò)保障措施的實(shí)施,適時(shí)對(duì)員工分配體系進(jìn)行調(diào)整和優(yōu)化,建立薪酬的持續(xù)改進(jìn)機(jī)制。通過(guò)對(duì)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(lì)性和競(jìng)爭(zhēng)性,使公司能夠健康發(fā)展,實(shí)現(xiàn)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(xué)位授予單位】：蘭州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F426.2

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