【摘要】：我國"十三五規(guī)劃綱要"指出,要把人才作為支撐發(fā)展的第一資源。"治國經(jīng)邦,人才為急"。人才作為先進(jìn)生產(chǎn)力的重要創(chuàng)造者和先進(jìn)文化的傳播者,是支撐經(jīng)濟(jì)社會發(fā)展的寶貴資源。人才的數(shù)量和素質(zhì)被越來越看作是衡量一個國家和地區(qū)核心競爭力高低的重要指標(biāo)。對于國家發(fā)展而言,人才是寶貴的財(cái)富,對于企業(yè)的發(fā)展來講,人才的重要性更是如此。在復(fù)雜多變、競爭激烈的市場環(huán)境里,企業(yè)的競爭歸根到底是人才的競爭。企業(yè)的發(fā)展離不開人才的支撐和引領(lǐng),而薪酬制度的合理與否又直接關(guān)系到人才的去留。因此,建立科學(xué)合理的企業(yè)薪酬體系就顯得尤為重要。為了考察目前我國企業(yè)薪酬體系的建立和運(yùn)行情況,本文選取Y公司作為典型樣本進(jìn)行案例研究。Y公司是一家成立于1999年的老牌通信運(yùn)營商公司,十多年來,隨著通信領(lǐng)域科學(xué)技術(shù)的迅猛發(fā)展,Y公司的服務(wù)質(zhì)量不斷提升,經(jīng)營效益也得以不斷增長。然而近年來隨著通訊行業(yè)競爭的進(jìn)一步加劇,各大通訊公司的競爭對象從客戶拓展到人才。市場競爭的日趨激烈,使得Y公司面臨著人才流失的風(fēng)險(xiǎn)。面對這種情況,急需Y公司對目前的薪酬體系進(jìn)行創(chuàng)新和優(yōu)化。本文采用文獻(xiàn)分析、案例分析法、問卷調(diào)查法,并結(jié)合所學(xué)的人力資源管理相關(guān)理論特別是薪酬理論,通過分析Y公司現(xiàn)有的薪酬體系現(xiàn)狀及存在的問題,提出了完善Y公司薪酬體系的對策及其實(shí)施保障機(jī)制。Y公司現(xiàn)有的薪酬體系存在的問題包括薪酬結(jié)構(gòu)缺乏合理性、崗位工資內(nèi)部公平性不足、工齡工資設(shè)置不合理、學(xué)歷和職稱工資缺位、績效工資與考核不掛鉤、福利項(xiàng)目缺少多樣性。完善Y公司薪酬體系的具體建議包括優(yōu)化高層管理人員薪酬體系設(shè)計(jì)、優(yōu)化行政管理人員薪酬體系設(shè)計(jì)、優(yōu)化銷售類人員的薪酬體系設(shè)計(jì)、優(yōu)化專業(yè)技術(shù)類人員薪酬體系設(shè)計(jì);而實(shí)施新的薪酬體系的保障措施又包括建立薪酬體系溝通機(jī)制、構(gòu)建透明化薪酬管理模式、引入薪酬體系監(jiān)控評審機(jī)制。本研究對于Y公司乃至其他通訊公司留住人才具有重要的指導(dǎo)意義。
[Abstract]:China's 13th Five-Year Plan outline points out that talent should be regarded as the first resource to support development. Talent, as an important creator of advanced productive forces and a disseminator of advanced culture, is a valuable resource to support economic and social development. The quantity and quality of talents are more and more regarded as an important index to measure the core competence of a country and a region. For national development, talent is a valuable asset, especially for the development of enterprises. In the complicated and changeable market environment, the competition of enterprises is the competition of talents. The development of enterprises can not be separated from the support and guidance of talents, and whether the salary system is reasonable or not is directly related to the talents. Therefore, the establishment of a scientific and reasonable enterprise compensation system is particularly important. In order to investigate the establishment and operation of enterprise compensation system in our country, this paper selects Y Company as a typical sample for case study. Y Company is an established telecom operator company established in 1999, for more than ten years. With the rapid development of science and technology in the field of communication, the service quality of YY Company has been continuously improved, and the operating efficiency has been continuously increased. However, in recent years, with the further intensification of competition in the communications industry, the competition of major communication companies has expanded from customers to talents. The increasingly fierce competition in the market makes Y Company face the risk of brain drain. Facing this kind of situation, urgently needs Y company to carry on the innovation and the optimization to the present compensation system. This article adopts the literature analysis, the case analysis method, the questionnaire survey method, and unifies the human resources management related theory, especially the compensation theory, through the analysis Y company's present salary system present situation and the existence question, This paper puts forward the countermeasures to perfect the compensation system of Y Company and its implementation guarantee mechanism. The problems in the existing compensation system of Y Company include the lack of rationality of salary structure, the lack of internal fairness of post salary, the unreasonable setting of salary for years of service. Lack of education and title salary, performance pay and assessment, lack of diversity of welfare projects. The specific suggestions to perfect the compensation system of Y Company include optimizing the design of the compensation system of the senior management, optimizing the design of the compensation system of the administrative staff, optimizing the design of the compensation system of the sales personnel, and optimizing the design of the compensation system of the professional and technical personnel. The guarantee measures to implement the new compensation system include establishing the communication mechanism of the compensation system, establishing a transparent compensation management model, and introducing the monitoring and evaluation mechanism of the compensation system. This research has important guiding significance for Y Company and other communication companies to retain talents.
【學(xué)位授予單位】：內(nèi)蒙古大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F272.92;F626

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