本文選題：薪酬管理體系 + 薪酬水平��； 參考：《武漢工程大學(xué)》2015年碩士論文

【摘要】：在經(jīng)濟(jì)全球化、國(guó)企國(guó)資改革以及“互聯(lián)網(wǎng)+”迅猛發(fā)展的時(shí)代背景下,我國(guó)企業(yè)必須明確未來(lái)的發(fā)展方向,提升核心競(jìng)爭(zhēng)力�！笆濉睍r(shí)期,是我國(guó)企業(yè)進(jìn)行戰(zhàn)略轉(zhuǎn)型的關(guān)鍵時(shí)期,為了配合企業(yè)戰(zhàn)略調(diào)整,創(chuàng)新人力資源管理理念,已經(jīng)成為共識(shí)。未來(lái)五年,在人力資源和社會(huì)保障部按照市場(chǎng)機(jī)制調(diào)節(jié)、企業(yè)自主分配、平等協(xié)商確定、政府監(jiān)督指導(dǎo)的原則下,加快推進(jìn)形成合理有序、與勞動(dòng)力市場(chǎng)供求關(guān)系和企業(yè)經(jīng)濟(jì)效益相協(xié)調(diào)的工資決定機(jī)制和增長(zhǎng)機(jī)制,是企業(yè)薪酬管理的主要目標(biāo)。良好的薪酬制度可以幫助企業(yè)吸引、保留和激勵(lì)員工,穩(wěn)定員工隊(duì)伍,從而促進(jìn)公司戰(zhàn)略目標(biāo)的實(shí)現(xiàn)。HD集團(tuán)是典型的國(guó)企改制組建起來(lái)的現(xiàn)代化股份制企業(yè),通過(guò)引入先進(jìn)的企業(yè)管理制度,企業(yè)成功走出國(guó)企改革的陣痛,企業(yè)生產(chǎn)經(jīng)營(yíng)走向良性軌道。然而由于原有重生產(chǎn)、對(duì)企業(yè)內(nèi)部運(yùn)行的管理工作過(guò)于輕視的思想對(duì)該企業(yè)高層的影響較深,因此該企業(yè)的薪酬管理體制具有很大的局限性和缺陷。例如該企業(yè)內(nèi)部沒(méi)有合理性強(qiáng)、實(shí)際意義較大的薪酬結(jié)構(gòu);薪酬類(lèi)別不清晰、結(jié)構(gòu)不合理;該企業(yè)在對(duì)其內(nèi)部的薪酬制度以及績(jī)效考核分配方案的公開(kāi)化管理上存在缺陷和不足;企業(yè)內(nèi)部的相關(guān)制度只起到的形式上的作用,并不具有實(shí)際意義等,以上種種問(wèn)題都導(dǎo)致了員工對(duì)薪酬管理工作不滿(mǎn)意,挫傷了工作積極性,甚至引發(fā)了優(yōu)質(zhì)員工的離職。正是有鑒于上述因素,本文選擇以HD集團(tuán)薪酬管理體系為研究對(duì)象,通過(guò)運(yùn)用海氏分析法、訪(fǎng)談法、比較研究法等方法對(duì)HD集團(tuán)薪酬管理體系存在的問(wèn)題進(jìn)行深入研究,結(jié)合薪酬管理基本原理,提出以公司發(fā)展戰(zhàn)略為指導(dǎo)制定薪酬策略、確定合理薪酬水平、科學(xué)設(shè)計(jì)寬帶型薪酬結(jié)構(gòu)、完善績(jī)效考核制定等對(duì)策,以徹底解決HD集團(tuán)原有薪酬管理體系問(wèn)題,并為相關(guān)企業(yè)提供一定借鑒。本文的創(chuàng)新點(diǎn)在于:一是運(yùn)用實(shí)際調(diào)研法、調(diào)查問(wèn)卷法對(duì)HD集團(tuán)薪酬管理體系進(jìn)行全面調(diào)查研究分析,并得出當(dāng)前HD集團(tuán)薪酬管理體系存在的主要問(wèn)題,從而有針對(duì)性的提出薪酬管理體系優(yōu)化措施。二是從相關(guān)文獻(xiàn)以及重要理論中對(duì)現(xiàn)有的寬帶薪酬體系進(jìn)行了較為深入的分析和了解,在對(duì)該企業(yè)的實(shí)際情況和環(huán)境進(jìn)行充分的調(diào)研和了解的基礎(chǔ)之上,將相關(guān)的理論體系研究方案以及設(shè)計(jì)方案運(yùn)用到HD集團(tuán)中,從而提出了符合該公司實(shí)際情況的寬帶薪酬管理結(jié)構(gòu)方案,創(chuàng)造出同一企業(yè)使用多種不同類(lèi)型薪酬管理系統(tǒng)的新型模式,以此來(lái)使公平程度最大化。
[Abstract]:Under the background of economic globalization, state capital reform of state-owned enterprises and the rapid development of the Internet, Chinese enterprises must make clear the direction of future development and enhance their core competitiveness. The period of "the 13th Five-Year Plan" is the key period for the strategic transformation of Chinese enterprises. In order to coordinate with the strategic adjustment of enterprises and innovate the concept of human resources management, it has become a consensus. In the next five years, under the principles of the Ministry of Human Resources and Social Security in accordance with the market mechanism, the independent distribution of enterprises, the equal consultation and determination, and the guidance of government supervision, we will speed up the formation of a reasonable and orderly process. The salary decision mechanism and the growth mechanism, which are coordinated with the supply and demand of the labor market and the economic benefits of the enterprise, are the main objectives of the salary management of the enterprise. A good salary system can help enterprises attract, retain and motivate employees, stabilize the staff, and thus promote the realization of the company's strategic objectives. HD Group is a typical modern joint-stock enterprise formed by the reform of state-owned enterprises. Through the introduction of advanced enterprise management system, enterprises successfully out of the pain of state-owned enterprise reform, the production and management of enterprises towards a benign track. However, due to the original heavy production, the management of the internal operation of the enterprise too much despise the impact on the senior level of the enterprise, so the salary management system of the enterprise has great limitations and defects. For example, there is no reasonable salary structure in the enterprise, and the salary category is not clear and the structure is unreasonable. There are defects and deficiencies in the open management of the internal compensation system and the performance appraisal and distribution scheme, and the related systems within the enterprise only play a formal role, which does not have practical significance, etc. All these problems result in dissatisfied employees with salary management, dampen their enthusiasm and even lead to the departure of high-quality employees. In view of the above factors, this paper chooses the compensation management system of HD Group as the research object, through the use of the method of Hayes analysis, interview, comparative research and other methods to carry out in-depth research on the problems existing in the compensation management system of HD Group. Combined with the basic principle of salary management, the paper puts forward some countermeasures, such as making salary strategy under the guidance of the company's development strategy, determining reasonable salary level, scientifically designing broad band salary structure, perfecting the formulation of performance appraisal, and so on. In order to solve the original salary management system of HD Group, and provide some reference for related enterprises. The innovations of this paper are as follows: first, by using the method of actual investigation and questionnaire, the paper makes a comprehensive investigation and analysis on the salary management system of HD Group, and obtains the main problems existing in the current compensation management system of HD Group. Therefore, the paper puts forward the optimization measures of salary management system. Second, from the relevant literature and important theory of the existing broadband pay system for a more in-depth analysis and understanding, on the basis of the actual situation and environment of the enterprise on the basis of adequate investigation and understanding, The related theoretical system research scheme and design scheme are applied to HD Group, and a broadband salary management structure scheme is put forward according to the actual situation of the company. Create a new model for the same enterprise to use a variety of different types of compensation management system, in order to maximize the degree of fairness.
【學(xué)位授予單位】：武漢工程大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類(lèi)號(hào)】：F272.92

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