發(fā)布時(shí)間：2018-05-26 02:32

  本文選題：SD公司 + 薪酬體系設(shè)計(jì)　； 參考：《昆明理工大學(xué)》2016年碩士論文

【摘要】：21世紀(jì)是人力資本競(jìng)爭(zhēng)的時(shí)代,綜合能力較強(qiáng)的專(zhuān)業(yè)型人才在企業(yè)經(jīng)營(yíng)管理過(guò)程中發(fā)揮著積極作用,合理的薪酬設(shè)計(jì)不僅能夠有效激勵(lì)人才,而且能夠?qū)崿F(xiàn)人才的專(zhuān)業(yè)化管理。不同企業(yè),由于所經(jīng)營(yíng)產(chǎn)品和規(guī)模不同,人力資源管理,尤其是薪酬結(jié)構(gòu)必然不盡相同。就企業(yè)而言,企業(yè)的薪酬結(jié)構(gòu)隨著社會(huì)與企業(yè)發(fā)展,不同階段也會(huì)進(jìn)行優(yōu)化調(diào)整。寬帶薪酬不僅在國(guó)外為廣大工商企業(yè)所采用,在我國(guó)也有越來(lái)越多的企業(yè)選擇運(yùn)用,并且取得了傳統(tǒng)模式下意想不到的效果。對(duì)于SD公司這樣依靠知識(shí)盈利的廣告企業(yè)來(lái)說(shuō),企業(yè)能夠持續(xù)發(fā)展的關(guān)鍵是員工,而員工最關(guān)心的是個(gè)人的利益問(wèn)題,即所得薪酬。薪酬即是SD公司這樣的民營(yíng)企業(yè)員工內(nèi)部最有力的驅(qū)動(dòng)力,也是企業(yè)最有利的激勵(lì)工具。SD公司要想在人力資源競(jìng)爭(zhēng)方面占居優(yōu)勢(shì)地位,就必須建立一個(gè)有效的寬帶薪酬體系。這個(gè)薪酬體系將在SD公司的發(fā)展中發(fā)揮著不可替代的作用。本文從薪酬的基本理論開(kāi)始,結(jié)合寬帶薪酬的相關(guān)理論,研究了以SD公司為例的廣告企業(yè)的薪酬體系,文章首先介紹了SD公司現(xiàn)有薪酬體系的狀況,通過(guò)調(diào)研和分析找出了現(xiàn)有薪酬體系存在的問(wèn)題,經(jīng)過(guò)對(duì)問(wèn)題的梳理明確了問(wèn)題形成的原因,并闡述了SD公司進(jìn)行薪酬改革的必要性。隨后,根據(jù)SD公司特有的組織結(jié)構(gòu)、員工結(jié)構(gòu)和公司的發(fā)展戰(zhàn)略目標(biāo),以實(shí)現(xiàn)公司在人力資源方面占據(jù)優(yōu)勢(shì)地位的目標(biāo),采用問(wèn)卷調(diào)查等方式進(jìn)行實(shí)地調(diào)研,通過(guò)對(duì)調(diào)研數(shù)據(jù)的統(tǒng)計(jì)分析,結(jié)合SD公司民營(yíng)、廣告行業(yè)的特殊屬性,對(duì)現(xiàn)有薪酬進(jìn)行改革,再設(shè)計(jì)了一套新的薪酬體系。薪酬體系再設(shè)計(jì)過(guò)程中全面描述了崗位分析、薪酬結(jié)構(gòu)、績(jī)效考核和薪酬調(diào)整。并為了保證新的薪酬體系能夠順利實(shí)施,提出了相應(yīng)的保障措施。作為一家民營(yíng)廣告企業(yè),SD公司在薪酬管理中存在的問(wèn)題,同樣存在于同類(lèi)企業(yè),本文通過(guò)對(duì)SD公司薪酬體系的再設(shè)計(jì)研究,提出了一個(gè)新的薪酬體系設(shè)計(jì)方案,對(duì)其他民營(yíng)中小型廣告企業(yè)具有一定的參考意義。
[Abstract]:The 21st century is the era of human capital competition. Professional talents with strong comprehensive ability play a positive role in the process of enterprise management. Reasonable salary design can not only effectively motivate talents, but also realize the specialized management of talents. Human resource management, especially salary structure, must be different because of the different products and scale of different enterprises. As far as enterprises are concerned, the salary structure of enterprises will be optimized and adjusted at different stages with the development of society and enterprises. Broadband salary is not only adopted by foreign enterprises, but also used by more and more enterprises in our country, and has achieved unexpected results under the traditional mode. For advertising companies that rely on knowledge to make money, employees are the key to sustainable development, and employees are most concerned about their personal interests, that is, the compensation they receive. Compensation is not only the most powerful driving force within the employees of private enterprises such as SD Corporation, but also the most favorable incentive tool. If the SD company wants to occupy a dominant position in the competition of human resources, it must establish an effective broadband compensation system. This compensation system will play an irreplaceable role in the development of SD. Starting from the basic theory of compensation and combining the theory of broadband compensation, this paper studies the compensation system of advertising enterprises taking SD Company as an example. Firstly, the paper introduces the status of the current compensation system of SD Company. Through investigation and analysis, this paper finds out the problems existing in the current salary system, clarifies the causes of the problems, and expounds the necessity of the salary reform in SD Company. Then, according to SD company's unique organizational structure, employee structure and the company's development strategy goal, in order to achieve the company's dominant position in human resources, questionnaire survey and other methods were used to conduct field research. Through the statistical analysis of the survey data, combining with the special attributes of the private and advertising industry of SD company, this paper carries on the reform to the existing salary, and designs a new compensation system. In the process of compensation system redesign, post analysis, salary structure, performance appraisal and salary adjustment are described. And in order to ensure that the new compensation system can be implemented smoothly, put forward the corresponding safeguards. As a private advertising company, the problem of compensation management in SD company also exists in the same kind of enterprises. This paper puts forward a new salary system design scheme by studying the redesign of compensation system of SD company. For other private small-and medium-sized advertising enterprises have a certain reference significance.
【學(xué)位授予單位】：昆明理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2016
【分類(lèi)號(hào)】：F272.92;F713.8
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本文編號(hào)：1935607