远程房地产公司薪酬体系设计研究

发布时间：2018-05-26 21:34

本文选题：房地产企业 + 薪酬设计　；参考：《华北电力大学(北京)》2017年硕士论文

【摘要】：在经济全球化的21世纪,房地产行业在国民经济发展过程中起着相当重要的作用,已然成为我国国民经济的支柱性产业之一。随着中国政治经济改革的持续深入,房地产企业正面临着重大的政策调整,这对企业内部管理的要求越来越高。我国中小型房地产企业占房地产企业总数的90%,是房地产行业的主要构成部分。但这类企业重视规模扩张轻视内部管理体系构建的问题非常突出,管理水平相对落后,对环境的变化较敏感,容易受到宏观经济、政策的冲击,长期存在组织机构不足以支撑业务发展、专业技术及管理人员短缺、部门间职责相互推诿、业务流程不畅、优秀员工流失严重等问题,制约着企业的长久发展。如何提高这类企业的核心竞争力,保持我国国民经济的持续发展,成为迫切需要解决的问题。在房地产这种人员密集且资金密集型的行业中,人才是企业的第一生产力。人才通过劳动,为企业创造价值。企业买卖人才的劳动来获取利润,以扩大自身规模、维持经营。人才通过企业经营获得的收益得到自身劳动的补偿,以维持物质生活的需要和精神的满足。企业薪酬管理水平的高低直接决定着其能否留住优秀人才。通过薪酬管理吸纳人才,充分调动其工作积极性、激发其潜力,是提升企业内部管理水平的突破口,是企业把握机遇保持稳定健康发展的基础,更是企业提高核心竞争力的根本。因此,房地产企业面临的核心问题追根溯源是人才的问题,更是薪酬管理的问题。基于现代薪酬管理理论,本文参考了大量房地产企业薪酬管理文献和成功案例,以远程房地产有限公司为具体的研究对象,利用问卷调查和访谈的形式收集公司现行薪酬体系的基本情况,评估其中存在的问题。从付薪的基础“劳动价值”差异分析的角度出发,对公司岗位进行工作分析,确定其核心价值。再利用因素计点法这一薪酬设计专业技术,对公司所有岗位进行价值评估,拉出岗位等级。根据企业的实际管理需求,建立以岗位价值为主导,辅以绩效、技能、福利等模块的“岗位薪点工资制”,再结合公司岗位(工程管理、营销管理、职能管理)的业务属性,制定“以岗效工资为基础的多元化工资结构”,设计了一套具有较强针对性和实用性的,体现岗位价值差异、职员效能差异的薪酬体系。最后利用模糊综合评价法对薪酬体系的实施效果进行评估。希望能解决远程房地产有限公司薪酬管理中企业与员工间平衡、员工与员工间平衡以及员工自身劳动价值与薪酬间平衡等方面的问题,为公司可持续发展提供有效的支撑。同时,希望本文的研究为房地产企业的薪酬制度体系设计提供一些有用的参考。
[Abstract]:In the twenty-first Century of economic globalization, the real estate industry plays a very important role in the development of the national economy, and has become one of the pillar industries of our national economy. With the continuous deepening of China's political and economic reform, the real estate enterprises are facing a major policy adjustment, which is becoming more and more demanding for the internal management of the enterprises. The small and medium real estate enterprises in China are 90% of the total number of real estate enterprises, which are the main components of the real estate industry. However, this kind of enterprise attaches great importance to the construction of the internal management system, which is relatively backward in management level, sensitive to the change of the environment, vulnerable to the impact of macroeconomic, policy and long-term organization. It is not enough to support the development of the business, the shortage of professional technology and management, the interdepartmental responsibilities, the unobstructed business process and the serious loss of employees, which restrict the long-term development of the enterprises. How to improve the core competitiveness of these enterprises and maintain the sustained development of our national economy has become an urgent problem to be solved. In the intensive and capital intensive industry of real estate, talent is the first productive force of the enterprise. Talents create value for the enterprise through labor. The enterprise buys and sells talents to gain profit, so as to expand its own scale and maintain operation. The level of the salary management of the enterprise directly determines whether it can retain the outstanding talents. It is the breakthrough point to improve the internal management level of the enterprise, and the enterprise to keep the stable and healthy development, and the enterprise to keep the talents, mobilize the enthusiasm of the work and stimulate its potential through salary management. Therefore, the core problem of the core competitiveness is to be improved. Therefore, the core problem that the real estate enterprises are facing is the problem of talent and the problem of salary management. Based on the theory of modern salary management, this paper refers to a large number of real estate enterprises' compensation management literature and successful cases, and uses the long distance real estate company as the specific research object and uses the question. In the form of survey and interview, the basic situation of the current salary system of the company is collected and the existing problems are evaluated. From the perspective of the difference analysis of the salary basis "labor value", the analysis of the job of the company is carried out to determine its core value. According to the actual management needs of the enterprise, the "salary point salary system" based on post value, with performance, skills and welfare modules, and the business attributes of the company positions (engineering management, marketing management and function management) are set up, and the diversified wages based on the post efficiency wage are formulated. It designs a set of remuneration system with strong pertinence and practicality, which embodies the difference of job value and staff efficiency. Finally, it evaluates the implementation effect of the salary system by fuzzy comprehensive evaluation. It is hoped to solve the balance between the enterprise and the employees in the compensation management of the long distance real estate company, and between the employees and the employees. The balance and the balance between the employee's own labor value and salary will provide an effective support for the sustainable development of the company. At the same time, I hope this research will provide some useful reference for the design of the salary system of the real estate enterprises.
【学位授予单位】：华北电力大学(北京)
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F299.233.4

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