本文選題：人本管理思想 + 薪酬管理��； 參考：《河北地質(zhì)大學(xué)》2017年碩士論文

【摘要】：創(chuàng)新是發(fā)展的第一動(dòng)力,人才是推動(dòng)創(chuàng)新促進(jìn)發(fā)展的第一資源。人才興才能事業(yè)興。當(dāng)前面臨日益激烈的市場競爭,作為市場經(jīng)濟(jì)主體的企業(yè)尤其要發(fā)揮好人才的作用,在各項(xiàng)工作中努力做到以人為本。A公司作為通信行業(yè)龍頭企業(yè),隨著其資產(chǎn)規(guī)模的擴(kuò)大以及市場份額的穩(wěn)固,其進(jìn)一步發(fā)展面臨的困境日益突出。為了突破發(fā)展瓶頸,從2010年開始,A企業(yè)開始大力推行人本管理思想,將其滲透到企業(yè)經(jīng)營管理以及戰(zhàn)略發(fā)展的各個(gè)方面,其中最為典型的是在薪酬管理當(dāng)中的應(yīng)用。人本管理思想在薪酬管理當(dāng)中的應(yīng)用是一項(xiàng)復(fù)雜的系統(tǒng)工作,主要包括薪酬等級(jí)劃分、市場調(diào)查、結(jié)構(gòu)設(shè)計(jì)以及薪酬制度調(diào)整等諸多環(huán)節(jié),無論在哪個(gè)環(huán)節(jié),都應(yīng)本著一個(gè)最重要的原則,即以人為本,才能做好工作。在人本管理思想基礎(chǔ)上建立的薪酬體系,支付員工以及勞動(dòng)價(jià)值的薪酬,并保持一定的市場競爭力,這樣的薪酬管理效果才會(huì)更突出。本文以A公司為例,通過對(duì)其基于人本管理思想的薪酬管理情況進(jìn)行研究,發(fā)現(xiàn)A公司將人本管理思想應(yīng)用于企業(yè)薪酬管理,其管理效率確實(shí)得到提升,廣大員工積極性也不斷提高。但由于多個(gè)方面的原因,A公司雖然在人本管理思想的應(yīng)用方面做了大量努力,但仍然面臨著一些不足,這些不足之處主要表現(xiàn)在:平均思想依然存在、激勵(lì)或獎(jiǎng)金發(fā)放形式僵化、績效考核執(zhí)行困難重重、員工福利設(shè)計(jì)簡陋等等。本文在研究人本管理思想下的薪酬管理基本概念、相關(guān)理論以及學(xué)術(shù)領(lǐng)域的研究成果基礎(chǔ)上,結(jié)合A公司人本管理思想在其薪酬管理當(dāng)中的應(yīng)用實(shí)踐,圍繞著員工的需求以及發(fā)展情況,探索薪酬管理的具體內(nèi)容以及方法,對(duì)A公司人本管理思想下的薪酬管理提出了若干改進(jìn)建議,既通過健全人本管理相關(guān)薪酬制度、優(yōu)化公開透明薪酬發(fā)放體系等,健全科學(xué)合理的薪酬制度體系;通過建立戰(zhàn)略性人本薪酬管理計(jì)劃、建立薪酬動(dòng)態(tài)調(diào)整機(jī)制等完善薪酬管理體系;健全科學(xué)合理績效考核評(píng)估機(jī)制,充分利用績效反饋?zhàn)饔玫?構(gòu)建完善的績效考核評(píng)估機(jī)制;通過搭建員工福利體系、加大行業(yè)主要競爭對(duì)手薪酬對(duì)標(biāo)管理等搭建員工福利工作機(jī)制等,從而確保A公司人本管理思想下的薪酬管理各項(xiàng)措施切實(shí)得到落實(shí),以達(dá)到進(jìn)一步調(diào)動(dòng)員工積極性,提高企業(yè)整體競爭力和經(jīng)營效率的目的。
[Abstract]:Innovation is the first power of development, talent is the first resource to promote innovation and development. Talent is the only way to prosper. At present, facing the increasingly fierce market competition, as the main body of the market economy, enterprises should play the role of talents, and strive to be people-oriented. A company as the leading enterprise in the communications industry. With the expansion of its assets and market share, its further development is facing more and more difficulties. In order to break through the bottleneck of development, since 2010, enterprises began to vigorously promote people-oriented management, infiltrating it into various aspects of enterprise management and strategic development, the most typical of which is the application in salary management. The application of humanism in salary management is a complicated system work, which mainly includes salary grade classification, market investigation, structure design and salary system adjustment and so on. Should be in line with one of the most important principle, that is, people-oriented, can do a good job. The salary system established on the basis of humanism management thought, pay the salary of employee and labor value, and maintain certain market competition ability, this kind of salary management effect will be more outstanding. This paper takes Company A as an example, through the research on the compensation management based on the humanism management thought, finds that A company applies the humanism management thought to the enterprise salary management, its management efficiency really gets the promotion. The enthusiasm of the vast number of employees has also been continuously improved. However, although the company has made a great deal of efforts in the application of people-oriented management thought for many reasons, it still faces some shortcomings. These shortcomings are mainly manifested in: the average thought still exists. The form of incentive or bonus payment is rigid, performance appraisal is difficult, employee welfare design is simple and so on. Based on the study of the basic concepts, related theories and academic achievements of the compensation management under the humanistic management theory, this paper combines the application practice of the humanistic management thought in the compensation management of company A. Focusing on the needs and development of employees, this paper probes into the specific contents and methods of compensation management, and puts forward some suggestions for improvement of compensation management under the thought of people-oriented management in Company A, that is, by improving the relevant compensation system of people-oriented management, Optimize the open and transparent salary payment system, perfect the scientific and reasonable compensation system, improve the salary management system by establishing the strategic people-oriented salary management plan and establishing the compensation dynamic adjustment mechanism. Perfect scientific and reasonable performance appraisal mechanism, make full use of the effect of performance feedback, and construct a perfect performance appraisal mechanism; through the construction of employee welfare system, To strengthen the management of compensation and standard compensation of major competitors in the industry, and to set up a working mechanism for employee welfare, so as to ensure that all measures of compensation management under the people-oriented management ideology of Company A are effectively implemented, so as to further mobilize the enthusiasm of employees, The purpose of improving the overall competitiveness and operating efficiency of enterprises.
【學(xué)位授予單位】：河北地質(zhì)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;F626

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