基于利润和收益分享的深圳ST公司员工年终奖设计

发布时间：2018-01-29 22:05

本文关键词： 中小民营企业年终奖利润分享收益分享　出处：《深圳大学》2017年硕士论文　论文类型：学位论文

【摘要】：年终奖作为现代企业激励机制,往往体现出企业对于人才的管理模式。许多企业组织为了增强对人才的吸引力,保留核心和关键员工,把年终奖的发放作为人力资源管理和薪酬体系中一个重要环节。同时,一个合理的年终奖制度的设计,涉及到企业和员工各方的切身利益,需要充分考虑企业面对的外部宏观环境,也要结合企业自身发展的特点,才能充分发挥年终奖励薪酬的激励作用,调动员工的积极性和对企业的归属感,促进企业的快速发展。本文就ST公司为分析对象,结合ST公司的实际情况,对ST公司年终奖发放现状进行了分析和制度设计,从而利用年终奖这个激励杠杆来吸引人才、培育人才、使用人才和留住人才。本文首先介绍了ST公司的员工年终奖励发放现状,然后对员工对年终奖的看法和评价进行了问卷调查和访谈,得出ST公司年终奖励机制所存在的主要问题是:(1)缺乏公平性,挫伤员工积极性;(2)缺乏科学的绩效考核模式;(3)较少关注员工的内在需求;(4)确定依据不充分,盲目地发放年终奖,没有一套标准的年终奖发放体系等。为解决上述问题,本文结合利润和收益分享的概念、员工激励理论及相关理论,对现在的年终奖激励机制提出了新的设计方案,并提出了相应的保障措施。相对于原来的年终奖发放,新设计的年终奖制度亮点体现在:1.实施了利润分享和收益分享,将两者有效结合,最大限度地体现了年终奖制度的激励性。体现整体性与动态性,将企业、组织和个人紧密联系在一起,让员工不仅关注自身的绩效产出,而且顾及企业、组织的绩效表现。2.建立了年终奖发放的依据和标准。提高了员工对于年终奖的公平感和认可度。本研究成果不仅可以帮助ST公司解决现有难题,也对其他类似的中小企业单位起到借鉴作用。
[Abstract]:As an incentive mechanism of modern enterprises, year-end awards often reflect the management mode of talents. In order to enhance the attractiveness of talents, many enterprise organizations retain the core and key staff. As an important link in human resource management and compensation system, the design of a reasonable annual award system involves the vital interests of enterprises and employees. Need to fully consider the external macro environment faced by enterprises, but also combined with the characteristics of enterprise development, in order to give full play to the incentive role of year-end incentive pay, mobilize the enthusiasm of employees and the sense of belonging to the enterprise. To promote the rapid development of enterprises. This article for the St company as the analysis object, combined with the actual situation of St company, the status quo of St company year-end awards are analyzed and system design. Thus the use of year-end incentive lever to attract talent, cultivate talent, use and retain talent. Firstly, this paper introduces the current situation of year-end incentive payment of St company. Then, the author carries on the questionnaire survey and the interview to the employee's view and the appraisal to the year-end award, and draws the conclusion that the main problem of the year-end reward mechanism of St company is the lack of fairness, which dampens the enthusiasm of the staff; 2) lack of scientific performance appraisal model; (3) pay less attention to the internal needs of employees; In order to solve the above problems, this paper combines the concept of profit and profit sharing. Employee incentive theory and related theory, the incentive mechanism of the current annual incentive proposed a new design, and put forward the corresponding protection measures. Compared with the original annual incentive payment. The bright spot of the newly designed annual award system is reflected in: 1. The profit sharing and the profit sharing are implemented, the two are effectively combined, and the incentive of the annual award system is reflected to the maximum extent, which reflects the integrity and the dynamic nature of the enterprise. Organizations and individuals are closely linked, allowing employees not only to focus on their own performance outputs, but also to take into account the business. The performance of the organization. 2. Established the basis and the standard of the award for the end of the year. It improved the sense of fairness and recognition of the annual award. The research results can not only help St company solve the existing problems. Also for other similar small and medium-sized enterprises to play a reference role.
【学位授予单位】：深圳大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F426.6;F272.92

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