本文選題：寬帶薪酬 + 薪酬管理��； 參考：《北京交通大學(xué)》2012年碩士論文

【摘要】：亞信公司是一家地處深圳的信息咨詢公司,該公司具有中小企業(yè)的一般特征,當(dāng)前其薪酬管理體系存在薪酬理念不明確、薪酬管理制度混亂、薪酬內(nèi)部公平性不足等問題。筆者通過對亞信公司現(xiàn)狀進(jìn)行的分析,包括對其背景狀況、原有薪酬體系等信息進(jìn)行分析。在此基礎(chǔ)上,進(jìn)行了崗位分析、崗位說明、崗位價(jià)值評估以及薪酬等級的制定等工作,根據(jù)亞信公司的實(shí)際情況進(jìn)行了寬帶薪酬體系的設(shè)計(jì)和運(yùn)用,且提煉相關(guān)的經(jīng)驗(yàn)總結(jié),為本企業(yè)制定今后薪酬策略提供了一定的理論指導(dǎo)和實(shí)踐依據(jù)。當(dāng)然,對中小企業(yè)而言,其具有自身的特點(diǎn)。中小企業(yè)一方面要學(xué)習(xí)大型企業(yè)的優(yōu)秀管理經(jīng)營,另一方面又要堅(jiān)持從實(shí)際出發(fā),其自身的人力資源管理體系特別是薪酬管理體系應(yīng)當(dāng)結(jié)合自身特點(diǎn)而設(shè)計(jì)。具體言之,由于大型企業(yè)資金和實(shí)力雄厚,可以請薪酬管理體系專家為她們量身定做,保證實(shí)用并且符合企業(yè)發(fā)展,但中小型企業(yè)沒有這個能力,而且又不能照搬大型企業(yè)的薪酬管理體系,因而,中小企業(yè)需要根據(jù)自身企業(yè)的情況設(shè)計(jì)自己的薪酬管理體系。 深圳亞信信息咨詢有限公司(下稱亞信公司)是一家地處深圳寶安區(qū)的公司,該公司成立于2001年,以平面媒體推廣、海外品牌推廣以及電子媒體推廣為其主營業(yè)務(wù),資本規(guī)模、人員規(guī)模和經(jīng)營規(guī)模較小,人員流動頻繁,具有中小企業(yè)的典型特征。該公司現(xiàn)有薪酬管理體系有其特色,但亦存在較為嚴(yán)重的問題,不能充分發(fā)揮其吸引人才和保護(hù)人才的作用。當(dāng)然,這些問題在許多中小企業(yè)也存在。本研究立足于亞信公司的薪酬管理體系,力爭歸納出中小企業(yè)之薪酬管理的一般問題,進(jìn)而為中小企業(yè)提出切實(shí)可行的薪酬管理設(shè)計(jì)方案。 在具體的內(nèi)容安排方面,本文第一章先是介紹了當(dāng)前國內(nèi)外對薪酬體系的研究成果。 第二章則對國內(nèi)中小企業(yè)的薪酬體系進(jìn)行研究。認(rèn)為在我國,薪酬管理體系一般包括以下幾種形式：其一是固定工資制。其二是提成工資制。其三是年薪制。年薪制即是企業(yè)依經(jīng)營業(yè)績按年度為其員工發(fā)放薪酬的模式。這種模式一般適用于高級管理人員,其具有以下特點(diǎn)：企業(yè)員工最終獲取的薪酬額與其經(jīng)營業(yè)績掛鉤,經(jīng)營業(yè)績越好則其所得薪酬則越多；其二是按年度結(jié)算；其三是風(fēng)險(xiǎn)度較高。第四種薪酬管理模式即是結(jié)構(gòu)薪酬模式,這種模式中,員工工資由多個組成部分組成,各個組成部分的確定參考不同的因素。 第三章則介紹亞信公司的具體情況,認(rèn)為亞信公司存在規(guī)模小、企業(yè)可用資源少、管理制度不完善的特點(diǎn),指出公司當(dāng)前采用固定工資加津補(bǔ)貼的薪酬管理體系。在這種體系中,員工的工資在員工進(jìn)入公司與公司簽訂勞動合同時即確定,公司按合同中規(guī)定的工資額和相關(guān)法律法規(guī)規(guī)定的津貼額向員工發(fā)放工資。在單個員工之工資的確定上,亞信公司根據(jù)員工之崗位而確定其工資。在當(dāng)時,核心層管理人員的工資水平最高,外聯(lián)部、設(shè)計(jì)部等核心部門的工資次之,而人力資源管理、辦公室等部門的員工工資水平則較低。 第四章則主要指出亞信公司存在的問題,認(rèn)為該公司存在缺乏薪酬戰(zhàn)略、薪酬理念不明確、薪酬管理制度混亂、薪酬內(nèi)部公平性不足、缺乏專業(yè)性管理人才等問題,這些問題存在有其深刻的根源,主要包括：就其主觀原因而言,就其主觀因素而言,亞信公司之薪酬體系之所以存在薪酬理念不明確、內(nèi)部公平性不足、專業(yè)人才缺失等問題,其原因即在于亞信公司對薪酬管理體系的重視不足。具體而言,亞信公司自2006年起開始建立起現(xiàn)行的薪酬管理體系。在2006年以前,該公司一直采取固定工資制的模式,由公司與員工簽訂勞動合同確定其薪酬,公司每月按已確定的薪酬發(fā)放工資。這 第五章則具體探討了亞信公司建立其薪酬體系的理論基礎(chǔ)。具體而言,就小企業(yè)自身特點(diǎn)而言,小企業(yè)的“小”,即體現(xiàn)在其資金量小、可占用的資源少、生產(chǎn)規(guī)模小。與這些特點(diǎn)相對應(yīng)的,即是中小企業(yè)抗擊風(fēng)險(xiǎn)的能力小。即這種情況決定了小企業(yè)在制定其企業(yè)策略時必須慎之又慎,避免決策錯誤給企業(yè)發(fā)展帶來致命打擊。而薪酬體系正是企業(yè)戰(zhàn)略的一部分。這種情況之下,小企業(yè)在制定其薪酬體系時,當(dāng)然應(yīng)當(dāng)選擇符合本企業(yè)發(fā)展的戰(zhàn)略,如此才能避免人力資源的浪費(fèi)給企業(yè)帶來困境。 第六章則具體對亞信公司之薪酬體系進(jìn)行重新設(shè)計(jì),介紹了寬帶薪酬設(shè)計(jì)的考量要素,認(rèn)為寬帶薪酬體系的設(shè)計(jì)應(yīng)當(dāng)考慮企業(yè)發(fā)展階段因素、企業(yè)文化價(jià)值因素、內(nèi)外部環(huán)境影響因素,并就寬帶薪酬之設(shè)計(jì)流程進(jìn)行研究,就其崗位分析和崗位設(shè)計(jì)、崗位評估和劃分崗位級別、工資中位值、級差和等級幅度設(shè)計(jì)、確定各類別崗位固定工資和浮動工資所占比例等事項(xiàng)進(jìn)行具體的探討。 第七章則就亞信公司設(shè)計(jì)寬帶薪酬管理體系可能帶來的益處和產(chǎn)生的問題進(jìn)行探索,認(rèn)為這個薪酬體系的設(shè)計(jì)有利于消除企業(yè)中的等級觀念、有利于引導(dǎo)員工重視個人能力的提升、有利于職位輪換,培育跨職能人才的成長和有利于提高績效。同時,認(rèn)為在寬帶薪酬體系中,對員工工資的確定所考量和主要因素即是員工的績效,因而績效亦成為公司人力資源管理的重要方面。如果績效管理混亂,那么這種情況下采用寬帶薪酬體系,則會造成員工工資大幅度的起伏。
[Abstract]:Yaxin company is a information consulting company in Shenzhen. The company has the general characteristics of small and medium enterprises. At present, the salary management system is not clear, the salary management system is confused, and the internal fairness of the salary is insufficient. The author analyzes the present status of the Asia letter company, including its background and the original salary. On this basis, the job analysis, post description, post value evaluation and salary grade formulation are carried out. According to the actual situation of Yasin, the design and application of the broadband salary system are carried out, and the related experience is abstracted, which provides the future salary strategy for the enterprise. Of course, it has its own characteristics for small and medium enterprises. On the one hand, small and medium enterprises should learn from the excellent management and management of large enterprises. On the other hand, they must adhere to the reality, and their own human resources management system, especially the salary management system, should be designed in combination with their own characteristics. Because the large enterprises have strong funds and strong strength, they can ask the experts of the salary management system to make them tailor made, ensure the practical and meet the development of the enterprises. But the small and medium enterprises do not have this ability, and can not copy the salary management system of large enterprises. Therefore, the small and medium enterprises need to design their own salary according to their own enterprises. Management system.
Shenzhen Yaxin Information Consulting Co., Ltd. (hereinafter referred to as Yaxin) is a company located in Baoan District, Shenzhen. It was founded in 2001. It is based on the promotion of graphic media, the promotion of overseas brands and the promotion of electronic media as its main business. The scale of capital, the small size of personnel and operation, the frequent flow of personnel, and the typical small and medium enterprises. Characteristics. The company's existing salary management system has its own characteristics, but there are also serious problems, which can not give full play to the role of attracting and protecting talents. Of course, these problems exist in many small and medium-sized enterprises. This study is based on the salary management system of Yaxin company and strives to sum up the general salary management of small and medium-sized enterprises. Then, it proposes feasible salary management plan for small and medium-sized enterprises.
In the specific content arrangement, the first chapter introduces the research results of the domestic and foreign salary system at first.
The second chapter studies the salary system of small and medium-sized enterprises in China. In our country, the salary management system generally includes the following forms: one is the fixed wage system, the other is the salary system, and the third is the annual salary system. For senior managers, they have the following characteristics: the salary amount that the employees finally obtain is linked to their operating performance, the better their performance is, the more salary they earn, the second is the annual settlement, and the third is the high risk. The fourth compensation management mode is the structural compensation model, in which the employee wages are more than one. The components are composed and the components are determined by reference to different factors.
The third chapter introduces the specific situation of Yaxin company. It holds that the company has the characteristics of small scale, less resources and imperfect management system, and points out the company's current salary management system with fixed salary plus Tianjin subsidy. In this system, the employee's salary is determined when the employee enters the labor contract with the company when the company enters the company with the company. The company is paid to the employee in accordance with the amount of the salary stipulated in the contract and the allowances stipulated in the relevant laws and regulations. In the determination of the salary of a single employee, Yaxin company determines its salary according to the staff's position. At that time, the salary level of the core managers was the highest, the wages of the foreign union department, the design department and other core departments were the second, and the manpower. Staff salaries in resource management offices and other departments are relatively low.
The fourth chapter mainly points out the problems existing in Yaxin company, and thinks that the company lacks the compensation strategy, the salary concept is not clear, the salary management system is confused, the salary internal fairness is insufficient, and the professional management talent is lack. These problems have its profound root cause, mainly including its subjective reasons. As a matter of fact, the reason why the salary system of Yaxin company has an unclear salary concept, lack of internal fairness and lack of professional talents is due to the lack of attention to the salary management system. In particular, the company began to establish the current salary management system since 2006. Before 2006, the company was the company. A fixed wage system has been adopted, and the company has signed a labor contract with its employees to determine its salary, and the company has paid monthly salaries according to the established remuneration.
The fifth chapter concretely discusses the theoretical basis of the establishment of the salary system of Yaxin company. In particular, the small enterprise is small in terms of its own characteristics, that is, its small amount of funds, less resources and small scale of production. It is determined that small businesses should be careful and prudent in making their business strategies to avoid a fatal blow to the development of enterprises. The compensation system is a part of the enterprise strategy. In this case, the small enterprises should of course choose the strategy that conforms to the development of the enterprises in the formulation of their compensation system, so that human resources can be avoided. Waste brings trouble to enterprises.
The sixth chapter concretely redesigns the salary system of Yaxin company and introduces the considerations of the design of broadband salary. It is considered that the design of the broadband salary system should consider the factors of the development stage of the enterprise, the factor of enterprise culture value, the internal and external environmental influence factors, and study the design process of the broadband salary, and analyze the post analysis. And post design, post evaluation and division of post grade, salary median value, gradation and grade range design, and determine the proportion of fixed salary and floating wage in various categories.
The seventh chapter explores the possible benefits and problems that may be brought about by the design of the broadband salary management system in Yaxin company. It is believed that the design of the salary system is beneficial to eliminate the hierarchy in the enterprise, to guide the staff to pay attention to the promotion of personal ability, to promote the change of job wheels, to foster the growth of cross functional talents and to be beneficial to the development of the personnel. At the same time, it is considered that in the broadband salary system, the determination of employee wages and the main factors are employee performance, so performance has also become an important aspect of human resource management. If the performance management is chaotic, the adoption of broadband salary system in this case will cause a substantial wage fluctuation.
【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】：2012
【分類號】：F272.92;F626

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