A公司研发人员薪酬体系优化研究

发布时间：2018-02-10 00:12

本文关键词： 薪酬管理薪酬设计宽带薪酬岗位评估　出处：《山东师范大学》2017年硕士论文　论文类型：学位论文

【摘要】：近期,随着知识经济的发展和市场竞争的不断加剧,如何激励企业的员工为企业创造更多的财富已成为诸多企业家和管理学家关注的问题,企业与企业的竞争,归根结底是人才的竞争。近年来传统制造业产能过剩越来越严重,由于经济大环境的影响,每个传统制造业公司都在努力转型。A公司是一家多元化的集团性公司,之前的产品以低端的农业机械、中端的工程机械、高端的精密铸造为主,近两年公司的发展战略是高端液压元件的提供商及液压系统方案的解决者。A公司的技术转型离不开科技的创新及研发团队,所以设计一套科学合理的薪酬方案对吸引、留住专业技术人才,及提升团队竞争力是非常必要的。本文的第一部分研究背景及意义出发,阐述了科学合理的薪酬方案对A公司发展的作用,并梳理论文的研究主线及主要方法、流程。第二部分首先对设计薪酬体系所需要的薪酬管理理论进行阐述,先从薪酬及薪酬管理包含的内容出发,接着说明薪酬管理在企业经营管理中所发挥的作用,然后对本次薪酬设计课题所依托的理论(需要层次理论、双因素理论、激励过程理论等)进行综述,最后导入薪酬管理今后的发展趋势,重点讲述了“宽带薪酬”、“绩效薪酬”、“全面薪酬”的相关理论知识。第三部分对A公司的概况及薪酬管理现状进行分析。先从公司现状分析入手,分析了公司战略、业务构成、人力资源概况等内容,然后详细分析了目前A公司存的薪酬管理现状,发现存在的主要问题。第四部分对研发人员薪酬现状进行公司内部及外部市场环境的对比分析。内部先分析了研发人员岗位特点,再对研发人员进行薪酬现状满意度的调研;外部市场环境分析时,先与标杆企业对比分析了薪酬水平的状况,另分析了近十年物价指数涨幅;最后对目前薪酬管理中的制度、体制、流程进行分析。第五部分针对研发人员设计一套薪酬体系方案。首先对薪酬策略明确,确定指导方针;然后确定基于3P(岗位评估、员工资历评估、业绩评估)薪酬设计的思路;接下来对技术研发人员进行岗位分析评估,得出技术研发岗位的评估结果,最后对技术研发岗位薪酬体系进行设计。薪酬体系实施时要考虑到匹配公司战略发展的动态调整的机制以及明确员工薪酬晋升通道。最后,为了确保薪酬改革能顺利实施,还需要高层管理者充分参与并能支持认可新的改革方案,最后必须对员工进行培训宣贯到位。第六部分对本文研究的内容进行总结及建议。
[Abstract]:Recently, with the development of knowledge economy and the aggravation of market competition, how to motivate the employees to create more wealth for the enterprise has become the concern of many entrepreneurs and management experts, and the competition between enterprises and enterprises. In recent years, the overcapacity in the traditional manufacturing industry has become more and more serious. As a result of the economic environment, every traditional manufacturing company is trying to transform itself into a diversified group company. The previous products were mainly agricultural machinery at the low end, construction machinery at the middle end and precision casting at the high end. In the last two years, the development strategy of the company is that the provider of high-end hydraulic components and the resolver of hydraulic system solution. A company's technological transformation can not be separated from the innovation and research team of science and technology, so designing a set of scientific and reasonable salary plan is attractive to us. It is very necessary to retain professional and technical talents and to enhance team competitiveness. The first part of this paper, based on the background and significance of the research, expounds the role of a scientific and reasonable salary scheme in the development of Company A. The second part expounds the salary management theory needed to design the compensation system, starting from the content of salary and salary management. Then it explains the role of salary management in enterprise management, and then summarizes the theories (need hierarchy theory, two-factor theory, incentive process theory, etc.) based on this salary design project. Finally, introduce the development trend of salary management in the future, This paper focuses on the related theoretical knowledge of "Broadband compensation", "performance compensation" and "Total compensation". The third part analyzes the general situation of Company A and the current situation of compensation management. Human resources overview and other contents, and then detailed analysis of the current situation of salary management in company A, The main problems are found. Part 4th carries on the comparative analysis of the internal and external market environment of the R & D personnel compensation status. The internal analysis of R & D personnel post characteristics, and then the R & D personnel pay status satisfaction survey; In the analysis of the external market environment, the paper compares the salary level with the benchmarking enterprise, and analyzes the price index increase in the past ten years. Finally, the system and system of the current salary management are analyzed. The 5th part designs a compensation system for R & D personnel. Firstly, the compensation strategy is defined and the guidelines are determined. Then, the idea of salary design based on 3P (Job Evaluation, employee seniority Evaluation, performance Evaluation) is determined. Next, the post analysis and evaluation of the technical R & D personnel are carried out, and the evaluation results of the technical R & D posts are obtained. Finally, we design the compensation system for technical research and development posts. When the compensation system is implemented, we should take into account the dynamic adjustment mechanism that matches the strategic development of the company and clarify the path of staff compensation promotion. Finally, in order to ensure that the salary reform can be implemented smoothly, It also needs the full participation of senior management and can support the approval of the new reform plan. Finally, the training of the staff must be carried out in place. Part 6th summarizes and proposes the contents of this paper.
【学位授予单位】：山东师范大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92

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