G事业单位机关服务中心薪酬方案的研究

发布时间：2018-03-30 18:37

本文选题：事业单位　切入点：薪酬方案　出处：《河北工业大学》2015年硕士论文

【摘要】：G单位机关服务中心为差额拨款事业单位,现行的薪酬系统是由基本工资、津贴补贴和绩效工资组成,其中岗位工资、薪级工资、津贴补贴为根据上级单位政策确定的固定工资,绩效工资为薪酬的可变部分,本文研究的薪酬结构优化主要是薪酬可变部分的方案优化。事业单位使用的薪酬方案是以行政职务、技术职称、学习经验等来划分的,计算方法十分简单,并不是根据员工表现和工作价值来衡量,且薪酬标准上的各职务序列起点工资和等级跨度相似,多数奖金是人人有份,金额一致。这样的薪酬制度并不能反映职工实际的工作能力和劳动价值,员工干多干少一个样,干好干坏一个样,不同类别、不同级别人员的工作特点和实际价值也得不到体现,更无法充分调动员工的工作积极性、发挥薪酬体系的激励效用。岗位设置的不合理和行之有效的绩效考核体系的缺失,造成工作无法通过量化、有效的考核指标和严谨、公正的评选制度进行考核,失去了实施绩效工资的初衷和意义。本文根据机关服务中心具体情况,通过文献研究和实际调查,进行工作分析和岗位评价,形成真正反映员工工作价值、激发员工工作活力的新薪酬制度。并通过一系列组织机构改革和绩效考核管理为绩效工资的实施提供有力保障。
[Abstract]:The G unit organ service center allocates funds to institutions for the difference. The current salary system is composed of basic salary, subsidy and performance wage, among which the post wage, salary scale wage, The subsidy is a fixed salary determined according to the policy of the superior unit, and the performance wage is the variable part of the salary. The salary structure optimization studied in this paper is mainly the scheme optimization of the variable part of the compensation. The compensation scheme used by the institution is divided by the administrative position, technical title, learning experience, etc. The calculation method is very simple. It is not measured in terms of employee performance and job value, and the starting salary and rank span of the job sequence on the pay scale are similar, and most bonuses are shared by everyone. The amount of money is the same. This kind of compensation system does not reflect the actual working ability and labor value of the workers. The work characteristics and actual value of different levels of personnel can not be reflected, nor can they fully mobilize the work enthusiasm of employees, give full play to the incentive effectiveness of the compensation system, the unreasonable setting of posts and the absence of effective performance appraisal system. As a result, the work can not be evaluated through quantitative, effective assessment indicators and rigorous and fair evaluation system, and the original intention and significance of implementing performance pay has been lost. According to the specific situation of the service center of the organs, this paper passes the literature research and actual investigation. Through job analysis and post evaluation, a new salary system which truly reflects the work value of employees and stimulates their work vitality is formed, and through a series of organizational reform and performance appraisal management, the implementation of performance pay can be guaranteed.
【学位授予单位】：河北工业大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：D630.3

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