本文選題：出版社　切入點(diǎn)：薪酬管理　出處：《河北大學(xué)》2011年碩士論文

【摘要】：從2007年開始,根據(jù)教育部、新聞出版總署發(fā)布的文件,全國(guó)的大學(xué)出版社開始轉(zhuǎn)企改制,實(shí)現(xiàn)從事業(yè)單位到企業(yè)的跨越。大學(xué)出版社轉(zhuǎn)企改制后,薪酬管理成為改革過程中最重要也是最敏感的話題,建立合理的薪酬管理制度,也為出版社今后的發(fā)展打下良好基礎(chǔ),有著深遠(yuǎn)的意義。 轉(zhuǎn)企改制后,原有的薪酬管理已經(jīng)與市場(chǎng)脫節(jié),不再適應(yīng)發(fā)展的要求。為了解決HB大學(xué)出版社薪酬管理中存在的問題,作者運(yùn)用薪酬管理學(xué)的理論,結(jié)合國(guó)內(nèi)其他出版社對(duì)薪酬管理的研究成果和文獻(xiàn)資料,歷時(shí)一年,通過問卷調(diào)查做了實(shí)證研究和分析,重新設(shè)計(jì)了HB大學(xué)出版社轉(zhuǎn)企改制后的薪酬管理改革方案。 作者對(duì)HB大學(xué)出版社員工進(jìn)行了薪酬問卷調(diào)查,實(shí)際考察了員工所需,提出目前HB大學(xué)出版社薪酬管理主要存在的問題有同工不同酬、對(duì)外競(jìng)爭(zhēng)力不足、薪酬激勵(lì)性不足、績(jī)效考核與管理不完善、薪酬形式單一等,并結(jié)合薪酬管理理論與薪酬設(shè)計(jì)理論,對(duì)HB大學(xué)出版社的薪酬管理進(jìn)行了再設(shè)計(jì)。再設(shè)計(jì)中針對(duì)領(lǐng)導(dǎo)層、中層管理人員及一線二線員工的不同特點(diǎn),分別設(shè)計(jì)了不同的方案。其中領(lǐng)導(dǎo)層建議先加大薪酬中浮動(dòng)部分所占比重,逐漸向年薪制發(fā)展;中層管理人員建議試行年薪制,績(jī)效直接與年薪掛鉤;一線二線員工建議建立寬帶薪酬體系,將薪酬與員工的能力和績(jī)效表現(xiàn)緊密結(jié)合。此外,還對(duì)出版社的績(jī)效考核進(jìn)行了再設(shè)計(jì),并建議采取更加多元化的薪酬形式。 希望對(duì)HB大學(xué)出版社轉(zhuǎn)企改制后薪酬管理問題的研究能為其他大學(xué)出版社或類似企業(yè)的薪酬管理提供一定的參考。
[Abstract]:Since 2007, according to the documents issued by the Ministry of Education and the General Administration of Press and publication, universities and publishing houses across the country have begun to transform their enterprises into enterprises, thus realizing the leap from institutions to enterprises.After the reform of university publishing house, salary management has become the most important and sensitive topic in the process of reform. Establishing a reasonable salary management system will also lay a good foundation for the future development of the publishing house, which has far-reaching significance.After transformation, the original salary management has been out of touch with the market, no longer adapt to the requirements of development.In order to solve the problems existing in the salary management of HB University Press, the author applies the theory of salary management, and combines the research results and documents of other domestic publishing houses on salary management, which lasts for one year.Through the empirical research and analysis of questionnaire, the paper redesigns the salary management reform scheme of HB University Press.The author makes a questionnaire survey on the salary of HB University Press, and investigates the employees' needs, and points out that the main problems existing in the salary management of HB University Press are different pay for equal work, insufficient competitiveness in the outside world, and insufficient incentive of compensation.The performance appraisal and management are not perfect, the form of compensation is single, and the compensation management of HB University Press is redesigned by combining the theory of salary management and the theory of salary design.According to the different characteristics of leaders, middle managers and second-line staff, different schemes are designed.Among them, the leadership suggested to increase the proportion of the floating part of the salary first, and gradually develop to the annual salary system; the middle management suggested that the annual salary system should be tried out, and the performance should be directly linked to the annual salary; the front-line staff suggested the establishment of a broadband compensation system.Combine salary closely with employee's ability and performance.In addition, the performance appraisal of the publishing house is redesigned, and a more diversified salary form is suggested.It is hoped that the research on salary management after the transformation of HB University Press will provide some reference for the salary management of other university publishing houses or similar enterprises.
【學(xué)位授予單位】：河北大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2011
【分類號(hào)】：G231

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