發(fā)布時(shí)間：2018-03-10 23:05

  本文選題：房地產(chǎn)公司　切入點(diǎn)：薪酬體系　出處：《云南大學(xué)》2013年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：進(jìn)入本世紀(jì)以來(lái)房地產(chǎn)行業(yè)倍受關(guān)注,房地產(chǎn)市場(chǎng)跌宕起伏,市場(chǎng)競(jìng)爭(zhēng)環(huán)境非常嚴(yán)峻,逐步進(jìn)入專(zhuān)業(yè)細(xì)分化。戰(zhàn)略布局,特色價(jià)值鏈的設(shè)計(jì)近年凸顯,專(zhuān)業(yè)人才的需求與流失,成本與薪酬的矛盾讓眾多地產(chǎn)企業(yè),特別是民營(yíng)地產(chǎn)企業(yè)難以解決“人才荒”的問(wèn)題。如何留住人、吸引人、激勵(lì)人是當(dāng)前民營(yíng)房地產(chǎn)企業(yè)存在的共性問(wèn)題,而直接能體現(xiàn)激勵(lì)與留住人才的基礎(chǔ)因素就是薪酬。鑒于這樣的環(huán)境下,用實(shí)證定量研究對(duì)剖析、解決類(lèi)似問(wèn)題具有可借鑒的意義和啟示。 本文以本土較有代表性的民營(yíng)地產(chǎn)企業(yè)—S公司的實(shí)踐案例為素材,通過(guò)閱讀參考文獻(xiàn)和專(zhuān)業(yè)論著,借鑒和參考前人的研究思路和研究成果來(lái)進(jìn)行本論文的撰寫(xiě)。本論文通過(guò)實(shí)證樣本現(xiàn)狀分析應(yīng)用并借鑒薪點(diǎn)法、最大點(diǎn)值之間的絕對(duì)級(jí)差恒定法、線(xiàn)性回歸分析法、層次分析法和因子分析法等薪酬體系分析方法,進(jìn)行薪酬體系的優(yōu)化設(shè)計(jì)。在研究過(guò)程中應(yīng)用“統(tǒng)計(jì)產(chǎn)品與服務(wù)解決方案”軟件(SPSS18.0),層次分析法軟件(AHP6.0)分別進(jìn)行薪酬調(diào)查問(wèn)卷、崗位評(píng)估、評(píng)價(jià)權(quán)重等建模研究,對(duì)組織架構(gòu)和薪酬體系存在的不適應(yīng)發(fā)展及不規(guī)范體系的問(wèn)題構(gòu)建了建議性解決方案。最后形成了優(yōu)化后的職能型組織結(jié)構(gòu),圍繞這一架構(gòu)在50個(gè)崗位上優(yōu)化設(shè)計(jì)薪酬職級(jí)形成30個(gè)等級(jí)；崗位點(diǎn)值的回歸校驗(yàn)達(dá)到0.9748符合要求；30個(gè)薪酬等級(jí)通過(guò)市場(chǎng)薪酬平均水平的回歸分析,相關(guān)系數(shù)的平方R2為0.9447大于0.9,故回歸方式驗(yàn)證了薪酬政策線(xiàn),最終形成S公司的薪資結(jié)構(gòu)參考表。本文后續(xù)部分也對(duì)間接薪酬及獎(jiǎng)金進(jìn)行了優(yōu)化,并就優(yōu)化后薪酬體系實(shí)施保障的建議,就優(yōu)化后的實(shí)施重點(diǎn)以及實(shí)施保障措施等方面進(jìn)行了說(shuō)明,就階段性研究進(jìn)行展望。 值得進(jìn)一步思考的是,戰(zhàn)略、成本與人力資源應(yīng)構(gòu)建更緊密的系統(tǒng)關(guān)系,引進(jìn)入才和內(nèi)部培養(yǎng)人才的機(jī)制不能單一考慮,企業(yè)文化與團(tuán)隊(duì)建設(shè)比片面的高薪給付更有市場(chǎng)競(jìng)爭(zhēng)力。
[Abstract]:Since the beginning of this century, the real estate industry has received much attention, the real estate market has fluctuated, the market competition environment is very severe, and gradually entered into the specialized fine differentiation. The strategic layout, the characteristic value chain design in recent years prominent, the specialized talented person demand and the drain, The contradiction between cost and salary makes it difficult for many real estate enterprises, especially private real estate enterprises, to solve the problem of "talent shortage". The basic factor that can directly reflect the incentive and retain talents is the salary. In view of this environment, using empirical quantitative research to analyze the similar problems can be used for reference and enlightenment. This paper takes the practical cases of the local representative private real estate enterprise -S company as the material, through reading the reference literature and the professional treatise, This paper applies and draws lessons from the current situation of empirical samples, the absolute differential constant method between maximum points, the linear regression analysis, and so on, based on the research ideas and research results of the predecessors, this paper applies and draws lessons from the analysis of the current situation of the empirical samples, the absolute differential constant method between the maximum points, and the linear regression analysis. In the process of the study, the compensation system was optimized by using the software "Statistical products and Service Solutions" (SPSS 18.0), the Analytic hierarchy process (AHP) software (AHP6.0), respectively. Based on the research of post evaluation and evaluation weight, the paper constructs a constructive solution to the problems existing in the organizational structure and salary system, which are not suitable for development and nonstandard system. Finally, the optimized functional organizational structure is formed. Around this framework, 30 grades were formed by optimizing the design of salary grades in 50 positions; the regression calibration of post points reached 0.9748 to meet the requirements; 30 salary grades were analyzed by regression analysis of the average market compensation level. The square R2 of correlation coefficient is 0.9447 > 0.9447, so the regression method verifies the salary policy line, and finally forms the salary structure reference table of S Company. The following part of this paper also optimizes the indirect compensation and bonus. The suggestions on the implementation of the optimized salary system, the emphases of the implementation after the optimization and the implementation of the safeguard measures are explained, and the stage research is prospected. What is worth further thinking is that the strategy, cost and human resources should be more closely related to each other, and the mechanism of bringing in talent and cultivating talents internally should not be considered alone. Corporate culture and team building are more competitive in the market than in one-sided, high-paid pay.
【學(xué)位授予單位】：云南大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F272.92;F299.233.4

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本文編號(hào)：1595463