AB公司战略性薪酬管理分析

发布时间：2018-06-15 14:02

本文选题：战略 + 薪酬　；参考：《西南财经大学》2013年硕士论文

【摘要】：在企业不断发展过程中,人力资源的优化配置、合理化的组织结构和科学化的薪酬体系支撑着企业发展战略目标的实现。而战略性薪酬体系也成为人力资源管理中的重要组成部分。战略薪酬体系的建立在激励员工工作积极性、提高工作效率、节约人力资源管理成本等方面都能发挥出巨大的作用。在设计战略性薪酬体系时,需要重点考虑薪酬体系与企业战略的匹配度,要保证两者可以相互适应、相互促进,以实现通过科学、有效的薪酬体系吸引人才、留住人才,通过人力资源的优势突出企业核心竞争力,推动企业战略发展的目标。 AB公司通过在房地产行业中9年的发展,已成为了成都房地产市场中的主力军,在经营好主业的同时,AB公司逐步涉足房地产相关行业,不断拓宽经营思路,巩固自身优势,取得了较好的成绩,为公司下一步发展奠定了坚实的基础。但是,竞争日益激烈的市场环境和业务板块的不断拓展,对人力资源管理水平提出了更高的要求。原有薪酬体系表现出与企业发展战略的不匹配,战略意识不强、薪酬结构复杂。为了保证企业战略的大力推进,以优化的薪酬体系、人性化的管理方式吸引人才成为了目前工作的重点。本文以AB公司战略发展目标为前提,在分析时参考相关文献,并通过走访专家的方式征询相关专业人士的意见和建议,运用战略管理、人力资源管理、薪酬管理、绩效考核等相关理论,结合目前AB公司现有人员结构、组织机构设置、薪酬管理办法等人力资源管理实际情况,对公司原有薪酬体系进行了问题诊断,重点分析了薪酬中固定薪酬所占比例过高、薪酬增长缓慢、没有以能力为导向、与战略不匹配等几个亟待解决的问题。通过对现存问题的分析,对AB公司薪酬体系进行了与发展战略相匹配的重新设计。提出了通过在薪酬体系设计中融入企业战略、重新进行岗位评估、调整绩效考核方式、完善员工晋升体系的几方面建议。具体来讲,主要是以企业发展战略和经营目标为导向,对各工作岗位以胜任力为基础重新评价,建立个人与团队激励相结合的绩效考核方式,将中高层管理人员、专业技术人员、一般行政职能人员与销售人员的考核区分开,将员工的职业发展计划与企业发展战略相结合,建立“双阶梯”的职业发展模式。最后,对战略体系前需要注意的问题、实施中的关键因素和实施后的评价方式做了建议,简要分析了在实施过程中应如何加强监督保证新薪酬体系的顺利推行,总结了通过对AB公司战略性薪酬体系设计所获得的启发。
[Abstract]:In the process of continuous development of enterprises, the optimal allocation of human resources, rational organizational structure and scientific salary system support the realization of the strategic goal of enterprise development. The strategic compensation system has become an important part of human resources management. The establishment of strategic compensation system can play a great role in encouraging staff enthusiasm, improving work efficiency and saving human resource management costs. When designing the strategic compensation system, we need to focus on the matching degree between the compensation system and the enterprise strategy, to ensure that the two can adapt and promote each other, so as to attract and retain talents through a scientific and effective compensation system. Through the advantage of human resources to highlight the core competitiveness of enterprises, promote the strategic development of enterprises. AB Company has become the main force in Chengdu real estate market through 9 years of development in the real estate industry. At the same time, AB company step by step into the real estate related industries, constantly broaden the management ideas, consolidate their own advantages, have achieved good results, and laid a solid foundation for the next development of the company. However, the increasingly competitive market environment and the continuous expansion of the business sector, the level of human resources management put forward higher requirements. The original salary system does not match with the enterprise development strategy, the strategic consciousness is not strong, the salary structure is complex. In order to ensure the enterprise strategy to promote vigorously, with the optimization of the salary system, humanized management to attract talent has become the focus of the current work. This article regards AB company's strategic development goal as the premise, refers to the related literature in the analysis, and through the way of visiting the experts to consult the relevant professional person's opinion and the suggestion, uses the strategy management, the human resources management, the salary management, the strategic management, the human resources management, the salary management, Performance appraisal and other related theories, combined with the actual situation of human resource management, such as the existing personnel structure, organizational structure, compensation management methods, etc., the existing compensation system of AB Company is diagnosed. This paper focuses on the analysis of several problems to be solved urgently, such as the high proportion of fixed salary, the slow growth of salary, the lack of capability-oriented, and the mismatch between salary and strategy. By analyzing the existing problems, the compensation system of AB Company is redesigned to match the development strategy. This paper puts forward some suggestions on how to integrate the enterprise strategy into the salary system design, reevaluate the position, adjust the performance appraisal method, and perfect the staff promotion system. Specifically, it is mainly based on enterprise development strategy and business objectives, re-evaluation of each job on the basis of competence, establishment of a combination of individual and team motivation performance appraisal, will be the senior management, The professional and technical personnel, the general administrative function personnel and the salesperson's appraisal distinguish, will staff's career development plan and the enterprise development strategy unifies, establishes "double ladder" the profession development pattern. Finally, the paper makes some suggestions on the problems that need to be paid attention to before the implementation of the strategic system, the key factors in the implementation and the evaluation methods after the implementation, and briefly analyzes how to strengthen the supervision to ensure the smooth implementation of the new salary system in the process of implementation. This paper summarizes the inspiration of the design of AB company's strategic compensation system.
【学位授予单位】：西南财经大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272.92

【参考文献】