S公司薪酬体系分析与设计
发布时间：2019-05-19 20:40
【摘要】：二十一世纪,资源管理领域发生着巨大的变革。从战略的角度考虑人力资源管理问题,把它和企业的总体经营战略联系在一起是近年来发展的主要趋势,人力资源管理进入了战略人力资源时代,对人力资源的开发利用、对人力资本的重视,是保证新世纪我国企业应对未来更加激烈的市场竞争中一项重要的战略举措。随着中国加入WTO,国外知名制烟企业即将进入中国市场,中国烟草行业的竞争将日益激烈。为了应对复杂的市场环境,在国家烟草专卖局的领导下,国内制烟企业正进行大规模的兼并重组。S公司作为一个传统的大型卷烟国有企业,原有的薪酬体系已经不能适应企业持续发展的需要。加快薪酬分配制度改革,建立与现代企业薪酬制度相适应的薪酬体系是S公司适应激烈市场竞争的必由之路。 本文首先阐述了研究S公司薪酬体系设计的背景与意义,综述了薪酬管理国内外研究现状及相关理论,通过调查问卷的方法,了解薪酬制度现状,并分析了S公司薪酬体系存在的问题,重点从解决S公司薪酬管理体系内部激励性不足以及内部公平感缺失而设计薪酬解决方案。从构建职位族管理体系打通员工多条晋升通道入手,做好工作分析完善岗位说明书,应用科学的方法进行岗位评价,结合层次分析法确定岗位工资标准,同时,引入kpi绩效考核体系作为S公司绩效考核的依据。在此基础上,建立以岗位工资制为主导的,具有较强操作性的岗位绩效工资制。 本文所设计的新的薪酬体系将员工的收入水平与岗位责任大小、风险高低、对企业贡献大小紧密联合起来,科学合理的拉开员工收入档次,建立行之有效的激励机制,形成S公司动态薪酬管理系统。
[Abstract]:In the 21 century, great changes took place in the field of resource management. Considering the problem of human resource management from the strategic point of view, linking it with the overall management strategy of enterprises is the main trend of development in recent years. Human resource management has entered the era of strategic human resources, and the development and utilization of human resources. Paying attention to human capital is an important strategic measure to ensure Chinese enterprises to cope with more fierce market competition in the future. With China's entry into WTO, the competition of Chinese tobacco industry will become more and more fierce. In order to cope with the complex market environment, under the leadership of the State Tobacco Monopoly Bureau, the domestic tobacco enterprises are carrying out large-scale merger and reorganization. S Company, as a traditional large cigarette state-owned enterprise, The original salary system has been unable to meet the needs of the sustainable development of enterprises. It is the only way for S company to adapt to the fierce market competition by speeding up the reform of salary distribution system and establishing a salary system suitable for modern enterprise salary system. This paper first expounds the background and significance of studying the salary system design of S company, summarizes the research status and related theories of salary management at home and abroad, and understands the present situation of salary system through the method of questionnaire. This paper also analyzes the problems existing in the compensation system of S Company, and designs the compensation solution from the point of view of solving the internal incentive deficiency and the lack of internal sense of fairness in the compensation management system of S Company. Starting with the construction of a position family management system to open up multiple promotion channels for employees, do a good job analysis and improve the job description, apply scientific methods to post evaluation, combined with analytic hierarchy process to determine the post salary standard, at the same time, The kpi performance appraisal system is introduced as the basis of S company performance appraisal. On this basis, the post performance wage system is established, which is dominated by post wage system and has strong operation. The new salary system designed in this paper closely combines the income level of employees with the size of post responsibility, the level of risk and the contribution to enterprises, scientifically and reasonably opens the income grade of employees, and establishes an effective incentive mechanism. The dynamic compensation management system of S company is formed.
【学位授予单位】：北京交通大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272.92;F426.89
本文编号：2481046
[Abstract]:In the 21 century, great changes took place in the field of resource management. Considering the problem of human resource management from the strategic point of view, linking it with the overall management strategy of enterprises is the main trend of development in recent years. Human resource management has entered the era of strategic human resources, and the development and utilization of human resources. Paying attention to human capital is an important strategic measure to ensure Chinese enterprises to cope with more fierce market competition in the future. With China's entry into WTO, the competition of Chinese tobacco industry will become more and more fierce. In order to cope with the complex market environment, under the leadership of the State Tobacco Monopoly Bureau, the domestic tobacco enterprises are carrying out large-scale merger and reorganization. S Company, as a traditional large cigarette state-owned enterprise, The original salary system has been unable to meet the needs of the sustainable development of enterprises. It is the only way for S company to adapt to the fierce market competition by speeding up the reform of salary distribution system and establishing a salary system suitable for modern enterprise salary system. This paper first expounds the background and significance of studying the salary system design of S company, summarizes the research status and related theories of salary management at home and abroad, and understands the present situation of salary system through the method of questionnaire. This paper also analyzes the problems existing in the compensation system of S Company, and designs the compensation solution from the point of view of solving the internal incentive deficiency and the lack of internal sense of fairness in the compensation management system of S Company. Starting with the construction of a position family management system to open up multiple promotion channels for employees, do a good job analysis and improve the job description, apply scientific methods to post evaluation, combined with analytic hierarchy process to determine the post salary standard, at the same time, The kpi performance appraisal system is introduced as the basis of S company performance appraisal. On this basis, the post performance wage system is established, which is dominated by post wage system and has strong operation. The new salary system designed in this paper closely combines the income level of employees with the size of post responsibility, the level of risk and the contribution to enterprises, scientifically and reasonably opens the income grade of employees, and establishes an effective incentive mechanism. The dynamic compensation management system of S company is formed.
【学位授予单位】：北京交通大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272.92;F426.89
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