基于胜任力模型的M公司技术人员薪酬体系研究
发布时间：2018-08-31 10:20
【摘要】：随着我国汽车行业的快速发展,汽车零配件行业也在逐渐壮大。良好的整车销售市场给汽车零配件企业带来机遇的同时,也带来了挑战和危机。不断增加的生产订单需求,使有实力的汽车零配件企业不断扩充生产线,研发新型产品,以快速提升企业的市场占用率。在生产、经营规模快速扩张的情形下,企业需要招聘大量的人员,以满足自身发展需求,且企业的招聘储员已不再仅仅满足于人员数量的充足,也对人员素质提出了更高的要求。在汽车零配件企业中,从事产品设计开发、工艺过程控制、工艺流程优化、系统分析、样件试验、质量检测、设备维护等技术岗位人员,是公司技术革新的主力军,也是汽车相关行业的紧缺人才,在技术人员缺口较大的市场环境中,优秀的技术人员已然成为相关企业间争相竞争的核心资源。吸引并留住这些核心人才,是企业人力资源管理中的重要课题。薪酬作为员工向所在的组织提供劳务而获得的各种形式的酬劳,是一种吸引、留住及激励员工的重要手段。对企业而言,员工薪酬不仅是公司财务成本的一部分,还是公司人力资源投资的重要组成部分,它直接影响了何种素质水平的员工会被吸引并被保留,也在很大程度上决定了员工的工作积极性,进而影响企业经营目标的实现。而薪酬对于员工而言,不仅是个人及家庭的生活水平的保障,更是自身才能、价值和贡献的一种物质体现。薪酬管理作为企业人力资源管理的一项重要职能活动,不仅是一门艺术,还是一门科学,它间接影响了企业战略管理活动,因而薪酬设计除需综合考虑企业控制成本因素外,还需协助企业有效吸引、保留及激励员工。尤其对于企业的核心技术人员,他们一般具有良好的文化素养,喜欢具有挑战性的工作,热衷于实现自身价值。因而设计这类人的薪酬模式需结合他们的特征,充分发挥并挖掘其工作积极性和热情。传统的薪酬设计模式大多基于岗位、资历或绩效等单一因素来确定员工工资,在基于岗位的薪酬模式中,员工薪资的高低直接取决于所在岗位,在扁平化组织结构中,晋升职位有限,那么员工工资的增幅也将受限。在基于资历的薪酬模式中,员工薪资的高低与员工工龄相关,这将打击年轻员工工作积极性,也可能滋生一些老员工倚老卖老的不良现象。而基于绩效的薪酬模式,员工薪资与业绩直接挂钩,员工往往只关注结果而不顾过程,容易使员工只顾眼前利益,而不注重企业的可持续发展。为避免以上情况发生,本文引入胜任力模型的概念,综合企业实际文化、经营状态、员工工作性质、员工岗位特性等因素,将能区分员工优秀绩效和一般绩效的要素进行归纳区分,通过科学的收集、分析和整合数据,构建企业胜任力模型,并依据该模型对员工胜任力进行有效评价。在确定薪酬方案的整体框架后确定薪酬水平宽度,并依据员工胜任力评价结果来划分其薪资在对应水平宽度范围内的位置。该薪酬设计模式淡化了传统薪酬体系的岗位决定薪资的观念,在保障员工薪酬的合理分配的前提下,充分调动员工工作积极性,且有利于员工不断提升自身的技能水平。为了更为形象地阐述胜任力模型应用于薪酬管理的流程和方法,本文以M公司为例,在分析了企业基本情况、人力资源特点,和企业现有薪酬体系的基础上,收集整理了影响技术人员绩效的关键胜任力要素,构建了适用于M公司技术人员的胜任力模型,基于该模型,本文在理论层面上论述了M公司技术人员胜任力综合评价流程,并依据员工胜任力水平评价结果,将员工的工资等级和变动范围进行重新设定,形成一种等级较少,而每个等级变动范围较宽泛的宽带薪酬体系。本文在企业原有定岗定薪的薪酬体系中,引入胜任力和胜任力模型的概念,优化和改良了M公司现有技术人员的薪资结构,将薪资结构划分为定薪部分和胜任力薪资部分,在保有原体系稳定性的同时,增强了薪资体系的激励性,提升员工对薪酬的满意度,并降低了企业薪酬改革风险。本文确定了对应胜任力水平等级的薪资水平,使企业薪酬体系满足员工自身发展需求的同时,也使得员工更加关注自身在本岗位领域的纵向或横向发展,在提升员工自身胜任力的同时,也促成企业目标的达成。最后本文对胜任力模型在人力资源管理,尤其在薪酬管理中的应用做了总结和展望,以期为其他相关企业薪酬体系设计提供一个参考和启示。
[Abstract]:With the rapid development of China's automotive industry, the automotive parts industry is also growing. A good sales market for automotive parts has brought both opportunities and challenges to automotive parts enterprises. In the situation of rapid expansion of production and business scale, enterprises need to recruit a large number of personnel to meet their own development needs, and the recruitment and storage of enterprises are no longer only satisfied with the sufficient number of personnel, but also put forward higher requirements for the quality of personnel. Design and development, process control, process optimization, system analysis, sample testing, quality testing, equipment maintenance and other technical personnel, is the main force of the company's technological innovation, but also the shortage of talent in the automotive related industry, in a large gap in technical personnel market environment, outstanding technical personnel has become a competition among relevant enterprises. Attracting and retaining these core talents is an important issue in human resource management of enterprises. Salary, as a form of remuneration for employees to provide services to their organizations, is an important means of attracting, retaining and motivating employees. As an important part of the company's human resources investment, salary has a direct impact on what quality level of employees will be attracted and retained, and to a large extent, it also determines the enthusiasm of employees, thereby affecting the realization of business objectives. As an important function of human resource management, salary management is not only an art, but also a science. It indirectly affects the strategic management activities of enterprises. Therefore, salary design should not only consider the cost control factors of enterprises, but also help enterprises to be effective. Attract, retain and motivate employees. Especially for the core technicians of the enterprise, they generally have good cultural accomplishment, like challenging work, and are keen to realize their own value. In the post-based salary model, the salary level of employees depends directly on their position. In the flat organizational structure, the promotion position is limited, so the salary increase will be limited. In the seniority-based salary model, the salary of employees is high. Low wages are related to the length of service, which will discourage young employees from working enthusiasm, and may also breed a negative phenomenon that some older employees rely on the elderly to sell the elderly. In order to avoid the above situation, this paper introduces the concept of competency model, and integrates the factors such as the actual enterprise culture, business status, the nature of employees'work, and the characteristics of employees' posts. It will be able to differentiate the elements of employees'excellent performance from general performance, and construct the enterprise competency model through scientific collection, analysis and integration of data. The salary level width is determined after determining the overall framework of the salary scheme, and the position of the salary within the corresponding level width is divided according to the results of the employee competency evaluation. Under the premise of reasonable salary distribution for the disabled employees, fully mobilize their enthusiasm for work, and help them to constantly improve their skills. In order to more vividly explain the process and methods of applying competency model to salary management, this paper takes M Company as an example, analyzes the basic situation of the enterprise, the characteristics of human resources, and the existing enterprises. On the basis of salary system, this paper collects and sorts out the key competency factors that affect the performance of technical personnel, and constructs a competency model for technical personnel of M company. Based on this model, this paper discusses the comprehensive evaluation process of technical personnel competency of M company theoretically, and according to the evaluation results of the level of staff competency, the employees are evaluated. In this paper, the concept of competency and competency model is introduced into the original fixed-post and fixed-pay salary system of the enterprise, which optimizes and improves the salary structure of the existing technical personnel of M company, and divides the salary structure into different levels. It is divided into fixed salary part and competency salary part. While maintaining the stability of the original salary system, it enhances the incentive of the salary system, improves the employees'satisfaction with salary, and reduces the risk of salary reform. This paper determines the salary level corresponding to the competency level, so that the salary system can meet the employees' own development needs. At the same time, it also makes employees pay more attention to their own vertical or horizontal development in the field of their positions, and promotes their own competence, at the same time, it also promotes the achievement of enterprise goals. Finally, this paper summarizes and prospects the application of competency model in human resources management, especially in salary management, in order to provide other related enterprises with salary system. Department design provides a reference and inspiration.
【学位授予单位】：江西财经大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F426.471
本文编号：2214697
[Abstract]:With the rapid development of China's automotive industry, the automotive parts industry is also growing. A good sales market for automotive parts has brought both opportunities and challenges to automotive parts enterprises. In the situation of rapid expansion of production and business scale, enterprises need to recruit a large number of personnel to meet their own development needs, and the recruitment and storage of enterprises are no longer only satisfied with the sufficient number of personnel, but also put forward higher requirements for the quality of personnel. Design and development, process control, process optimization, system analysis, sample testing, quality testing, equipment maintenance and other technical personnel, is the main force of the company's technological innovation, but also the shortage of talent in the automotive related industry, in a large gap in technical personnel market environment, outstanding technical personnel has become a competition among relevant enterprises. Attracting and retaining these core talents is an important issue in human resource management of enterprises. Salary, as a form of remuneration for employees to provide services to their organizations, is an important means of attracting, retaining and motivating employees. As an important part of the company's human resources investment, salary has a direct impact on what quality level of employees will be attracted and retained, and to a large extent, it also determines the enthusiasm of employees, thereby affecting the realization of business objectives. As an important function of human resource management, salary management is not only an art, but also a science. It indirectly affects the strategic management activities of enterprises. Therefore, salary design should not only consider the cost control factors of enterprises, but also help enterprises to be effective. Attract, retain and motivate employees. Especially for the core technicians of the enterprise, they generally have good cultural accomplishment, like challenging work, and are keen to realize their own value. In the post-based salary model, the salary level of employees depends directly on their position. In the flat organizational structure, the promotion position is limited, so the salary increase will be limited. In the seniority-based salary model, the salary of employees is high. Low wages are related to the length of service, which will discourage young employees from working enthusiasm, and may also breed a negative phenomenon that some older employees rely on the elderly to sell the elderly. In order to avoid the above situation, this paper introduces the concept of competency model, and integrates the factors such as the actual enterprise culture, business status, the nature of employees'work, and the characteristics of employees' posts. It will be able to differentiate the elements of employees'excellent performance from general performance, and construct the enterprise competency model through scientific collection, analysis and integration of data. The salary level width is determined after determining the overall framework of the salary scheme, and the position of the salary within the corresponding level width is divided according to the results of the employee competency evaluation. Under the premise of reasonable salary distribution for the disabled employees, fully mobilize their enthusiasm for work, and help them to constantly improve their skills. In order to more vividly explain the process and methods of applying competency model to salary management, this paper takes M Company as an example, analyzes the basic situation of the enterprise, the characteristics of human resources, and the existing enterprises. On the basis of salary system, this paper collects and sorts out the key competency factors that affect the performance of technical personnel, and constructs a competency model for technical personnel of M company. Based on this model, this paper discusses the comprehensive evaluation process of technical personnel competency of M company theoretically, and according to the evaluation results of the level of staff competency, the employees are evaluated. In this paper, the concept of competency and competency model is introduced into the original fixed-post and fixed-pay salary system of the enterprise, which optimizes and improves the salary structure of the existing technical personnel of M company, and divides the salary structure into different levels. It is divided into fixed salary part and competency salary part. While maintaining the stability of the original salary system, it enhances the incentive of the salary system, improves the employees'satisfaction with salary, and reduces the risk of salary reform. This paper determines the salary level corresponding to the competency level, so that the salary system can meet the employees' own development needs. At the same time, it also makes employees pay more attention to their own vertical or horizontal development in the field of their positions, and promotes their own competence, at the same time, it also promotes the achievement of enterprise goals. Finally, this paper summarizes and prospects the application of competency model in human resources management, especially in salary management, in order to provide other related enterprises with salary system. Department design provides a reference and inspiration.
【学位授予单位】：江西财经大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F426.471
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