L公司中层管理人员薪酬体系优化研究

发布时间：2018-05-14 17:31

本文选题：薪酬体系 + 中层管理人员　；参考：《兰州交通大学》2017年硕士论文

【摘要】：随着社会经济的持续增长以及企业间的竞争加剧,如今的经济形态迅速跨入知识经济时代。在知识经济时代,人力资源也成为了一种广泛被认同的关键资源,成为了制约企业发展的重要因素。一个企业要想在激烈的竞争中存活下来并获得长足的发展,就必须在人力资源的管理开发中占得主动的优势,而在人力资源的管理开发中,建立一套科学、合理又高效的员工薪酬体系是一个企业主动接受竞争并且发展壮大的有力保障。从企业的角度来看,一套行之有效的员工薪酬体系,可以激发员工的内在潜力,让员工生产更多的积极性,为企业创造更多的价值。现如今知识经济时代,企业优秀的中层管理人员是一个企业人力资源结构中极为关键的一环。中层管理人员是指负责制定具体的计划及有关细节和程序,以贯彻执行高层管理者作出的决策和计划的人员。中层管理人员秉承着一个企业战略的贯彻执行、企业战术方案的策划实施与基层管理人员沟通等的重要责任,他们是企业的中流砥柱。优秀的中层管理人员的流失意味着企业的中间人才出现断层,这对一个企业的正常生产经营而言是极为不利的。L公司作为光伏行业的老兵,有16年之久的历史,薪酬体系相对完善,但是面对激烈的竞争环境以及瞬息万变的产业环境,L公司的中层管理人才时有流失。面对公司快速发展,如何让人才发挥最大贡献显得尤为重要,激励和引进企业中层管理人员成为了L公司当下主要的工作。通过中层管理人员薪酬体系的优化改进,设计一套科学合理高效的薪酬体系,能为企业提供强有力的人力资源保证。本文首先对L公司中层管理人员的薪酬体系现状进行了深入地研究分析。其次,通过问卷调查对L公司中层管理人员薪酬体系满意度进行调研,发现公司薪酬体系主要存在薪酬水平无法准确反映劳动力价值、薪酬缺乏竞争力、福利性薪逐渐淡化、激励效果差这些问题。最后,面对这些问题本文制订了薪酬体系的目标、原则与思路,通过工作分析编写岗位说明书明确各岗位职责,成立了薪酬委员会对中层管理者进行岗位评价方法明确各岗位贡献值,同时与外界薪酬调查结果做对比,确定薪酬水平、范围与结构,针对存在的问题提出了L公司中层管理人员薪酬体系优化与设计的方案,并对方案实施提出了一些保障措施。本文通过问卷调研找到L公司中层管理人员薪酬体系存在的问题,针对这些问题,通过科学的方法设计出解决方案和提出实施措施意见。通过这一设计方案可以优先解决L公司中层管理人员薪酬体系存在的问题,为公司形成一套中层管理人员薪酬体系。首先,这对提升中层管理人员的工作积极性,激励其在实现个人价值的同时为企业创造价值发挥了积极作用;其次,本文的研究思路和方法,可以为其他公司或者行业进行薪酬体系优化设计提供一种可以借鉴的思路和方法。
[Abstract]:With the continuous growth of the social economy and the intensification of competition among enterprises, the economic form is rapidly entering the era of knowledge economy. In the era of knowledge economy, human resources have become a widely recognized key resource, which has become an important factor restricting the development of enterprises. A enterprise wants to survive and get in the fierce competition. With great development, we must take the initiative in the management and development of human resources. In the management and development of human resources, the establishment of a set of scientific, reasonable and efficient salary system is a powerful guarantee for an enterprise to take the initiative to accept competition and grow stronger. From the perspective of enterprise, a set of effective employees' salary is given. The remuneration system can stimulate the intrinsic potential of the staff, let the employees produce more enthusiasm and create more value for the enterprise. Now, in the knowledge-based economy era, the excellent middle managers of enterprises are the key link in the human resource structure of an enterprise. Middle managers are responsible for formulating specific plans and related details. In order to carry out the personnel of the decision and plan made by the senior managers. The middle-level managers are responsible for the implementation of an enterprise strategy, the planning and implementation of the enterprise tactical plan and the communication of the grass-roots managers. They are the mainstay of the enterprise. The loss of the excellent middle managers means the middle of the enterprise. There is a fault between talents, which is extremely unfavorable to the normal production and management of an enterprise,.L company, as a veteran of the photovoltaic industry, has a history of 16 years, the salary system is relatively perfect, but facing the fierce competition environment and the rapidly changing industrial environment, the middle management talent of L company is lost. Facing the rapid development of the company It is particularly important for the talents to make the greatest contribution to play the most important role. Encouraging and introducing the middle managers of enterprises has become the main work of L company. Through the optimization and improvement of the salary system of the middle-level managers, a set of scientific and efficient salary system can be designed to provide a strong human resource guarantee for the enterprise. First of all, this article is on the L public. The salary system of the middle managers is deeply studied and analyzed. Secondly, through a survey of the satisfaction of the middle-level managers' salary system of L company, it is found that the salary level of the company's salary system can not accurately reflect the labor value, the salary is not competitive, the welfare pay gradually desalination and the incentive effect. At last, in the face of these problems, we have formulated the goal of the salary system, the principle and the thinking, the writing of the job description through the work analysis to clarify the responsibilities of each post, set up the salary committee to make the post evaluation method of the middle level manager clear the contribution value of each post, and make a comparison with the results of the outside salary survey. The salary level, the scope and the structure, in view of the existing problems, put forward the scheme for the optimization and design of the salary system of the middle-level managers in L company, and put forward some safeguard measures for the implementation of the scheme. This paper finds out the problems in the salary system of the middle level managers in L company through a questionnaire survey, and designs the scientific methods for these problems. The solution and the suggestion of implementation measures. Through this design, we can give priority to the problems existing in the middle managers' salary system in L company and form a set of middle managers' salary system for the company. First, it will promote the work enthusiasm of the middle managers and encourage them to create the individual value and create the business for the enterprise. Value has played a positive role. Secondly, the research ideas and methods of this paper can provide a kind of ideas and methods for the optimization design of the salary system for other companies or industries.

【学位授予单位】：兰州交通大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F426.61

【参考文献】