本文選題：崗位評(píng)價(jià) + 薪酬管理�。� 參考：《太原理工大學(xué)》2017年碩士論文

【摘要】：市場(chǎng)經(jīng)濟(jì)條件下,人才戰(zhàn)略在企業(yè)戰(zhàn)略中逐漸占據(jù)主導(dǎo)地位,人力資源管理的戰(zhàn)略地位凸顯。人力資源管理中的重要環(huán)節(jié)之一是薪酬管理,作為一把雙刃劍,科學(xué)合理的薪酬體系不但能夠穩(wěn)定員工隊(duì)伍,激勵(lì)員工持續(xù)為企業(yè)服務(wù),更能夠吸引優(yōu)秀人才,提高企業(yè)經(jīng)營業(yè)績(jī),反之,薪酬體系若存在問題或偏差,工作效率降低,人才流失,將給企業(yè)帶來不可挽回的損失。因此,建立一套公平有效、具有競(jìng)爭(zhēng)力的薪酬管理體系,對(duì)企業(yè)具有重要意義。本文以新能源企業(yè)C企業(yè)為研究對(duì)象,對(duì)其公司原有的薪酬體系進(jìn)行了重新設(shè)計(jì)。本文首先進(jìn)行了文獻(xiàn)綜述,對(duì)薪酬體系理論的發(fā)展歷程進(jìn)行了簡(jiǎn)單介紹,并對(duì)本論文研究的理論基礎(chǔ)進(jìn)行了闡述,同時(shí)對(duì)當(dāng)前國內(nèi)外薪酬理論的研究成果進(jìn)行了列舉。為C企業(yè)薪酬體系設(shè)計(jì)奠定了理論基礎(chǔ)。在理論研究的基礎(chǔ)上,收集了C企業(yè)有關(guān)資料,了解了該企業(yè)的發(fā)展歷程、組織結(jié)構(gòu)、人員結(jié)構(gòu)等情況,針對(duì)該企業(yè)薪酬情況,進(jìn)行了問卷調(diào)查,對(duì)收集回來的數(shù)據(jù)進(jìn)行了分類整理,對(duì)反應(yīng)出的問題進(jìn)行了歸納總結(jié),對(duì)產(chǎn)生薪酬問題的深層原因進(jìn)行了探討。在以上工作的基礎(chǔ)上,確定了論文研究的方向以及薪酬體系設(shè)計(jì)的理念和原則。在論文主體部分,對(duì)C企業(yè)崗位進(jìn)行了重新梳理和評(píng)價(jià),以此為基礎(chǔ)形成了多階層的薪酬體系框架,并對(duì)薪酬體系的實(shí)施提出了保障措施。通過研究先進(jìn)的人力資源理論在C企業(yè)的應(yīng)用,并不斷完善和持續(xù)改進(jìn)該公司薪酬制度,一是能夠進(jìn)一步明確公司組織架構(gòu),理清崗位設(shè)置和人員需求,穩(wěn)定員工隊(duì)伍,使員工統(tǒng)一思想、統(tǒng)一標(biāo)準(zhǔn),快速而準(zhǔn)確的履行各自崗位職責(zé);二是能夠激發(fā)員工在實(shí)際工作中自主學(xué)習(xí)自主研究的積極性,打造積極向上的學(xué)習(xí)氛圍,實(shí)現(xiàn)公司人力資源管理工作的良性發(fā)展;三是以人力資源管理工作為理論支撐,能夠促使公司其他各項(xiàng)制度得到不斷改善和規(guī)范,有效減少工作中的多種浪費(fèi),使工作更加高效,進(jìn)而實(shí)現(xiàn)公司在轉(zhuǎn)型發(fā)展時(shí)期的平穩(wěn)過渡和戰(zhàn)略規(guī)劃的有效推進(jìn)。
[Abstract]:Under the condition of market economy, the talent strategy gradually occupies the leading position in the enterprise strategy, and the strategic position of human resource management is prominent. As a double-edged sword, a scientific and reasonable salary system can not only stabilize the staff team, encourage the staff to serve the enterprise continuously, but also attract outstanding talents. On the contrary, if there are problems or deviations in the salary system, the working efficiency will be reduced and the talents will be lost, which will bring irreparable losses to the enterprises. Therefore, the establishment of a fair and effective, competitive compensation management system is of great significance to enterprises. In this paper, the new energy enterprise C enterprise as the research object, the original compensation system of the company has been redesigned. At first, this paper makes a literature review, introduces the development course of the compensation system theory, expounds the theoretical basis of this paper, and enumerates the current research results of the compensation theory at home and abroad. It lays a theoretical foundation for the design of C enterprise compensation system. On the basis of theoretical research, this paper collects the relevant information of C enterprise, understands the development course, organization structure, personnel structure of the enterprise, and carries out a questionnaire survey on the compensation situation of the enterprise. This paper classifies the collected data, sums up the problems, and probes into the deep causes of the compensation problem. On the basis of the above work, this paper determines the direction of research and the concept and principle of salary system design. In the main part of the thesis, the paper reorganizes and evaluates the position of C enterprise, on the basis of which, it forms a multi-class salary system framework, and puts forward the safeguard measures for the implementation of the compensation system. By studying the application of advanced human resource theory in C enterprise, and continuously improving and improving the compensation system of the company, the first is to be able to further clarify the organizational structure of the company, clarify the post setting and personnel needs, and stabilize the staff team. Let the staff unify the thought, unify the standard, carry out the duty of their respective post quickly and accurately; second, can stimulate the enthusiasm of the staff to study independently in the actual work, create the positive and upward learning atmosphere, To realize the benign development of the company's human resources management, the third is to take the human resources management as the theoretical support, which can promote the continuous improvement and standardization of the other systems of the company, and effectively reduce various kinds of waste in the work. Make the work more efficient, and then realize the smooth transition of the company in the period of transformation and development and the effective promotion of strategic planning.
【學(xué)位授予單位】：太原理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F426.22

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