九州园林工程公司薪资制度变革策略研究

发布时间：2018-03-01 15:35

本文关键词： “J”公司薪资变革策略实施　出处：《兰州交通大学》2014年硕士论文　论文类型：学位论文

【摘要】：作为一个公司人力资源管理工作者,其职责所在并且最重要的管理内容就是薪资满意度。与此同时,它也是影响员工工作业绩和态度的一个关键因素。当今现代化的城市建设离不开绿化、美化、生态化,特别在城市化进程中,绿化园林工程对于改善城市生态系统、提升城市形象及促进城市招商有着不可忽视的作用。本文以九州园林工程有限公司(以下简称“J”公司)为研究对象,“J”公司是一家小型园林工程企业,统计到2013年12月31日止,“J”公司共有员工30人,组织架构中的核心人员有28人,鉴于核心人员对企业的发展起关键性作用,本文所做的全部研究均针对28人。选取薪资变革管理为研究范围,通过问卷调查和访谈的方法重点获取了“J”公司的现行薪资制度存在缺乏规划、公信力和科学性不够、可变薪资不够激励、福利薪资和薪资增长机制缺少的问题,然后针对问卷调查中发现的问题,结合“J”公司未来五年想成为国家一级施工企业和天津市最大的花卉培育基地的战略目标,提出公司应该实施“留住人才、培养人才、发挥人才”的人才战略,就必须对现有薪资制度进行变革。薪资制度变革具体设计为,成立薪资制度改革组,从考核指标、指标权重、考核方法和实施四方面来设计绩效考核体系;薪资结构方面主要由基础薪资、岗位津贴、职称津贴、绩效薪资,以及股权激励和个人职业成长发展组成,以3个月、半年的频率来实施对公司薪资水平的调控和协商机制;薪资增长机制方面,重点引入宽带薪资观念,体现出各岗位的薪资增长机制。本文的创新点在于以“J”公司员工为研究对象设计的薪资变革策略,具有较强的针对性。提出了“J”公司在激励措施上的多种可靠方法,弥补了其中的不足;并且此篇论文是应用于实际当中的,是以现实中的案例为依据的。从薪资管理中的薪资沟通角度出发,讲解了“J”公司薪资变革的实施,并对实施的效果进行了评价。因为本人在能力和水平上还有很大的欠缺,同时很多资料收集的并不全面,此篇文章在研究“J”公司薪资变革策略方面主要存在不足。下一步需要更加具体并且详尽地了解“J”公司实施后存在的问题;针对新的薪资策略实施后的反馈,不断的改进薪资策略,反复实施,反复改进,不断进步。
[Abstract]:As a human resources manager in a company, its responsibility and most important management content is salary satisfaction. At the same time, It is also a key factor affecting the performance and attitude of employees. Nowadays, modern urban construction cannot be separated from greening, beautification and ecology. Especially in the process of urbanization, greening landscape engineering can improve the urban ecosystem. It is important to improve the image of the city and promote the investment of the city. This paper takes Kyushu Garden Engineering Co., Ltd ("J" Company) as the research object, "J" company is a small garden engineering enterprise. By December 31st 2013, "J" Company had 30 employees and 28 core staff in the organizational structure. Since the core staff played a key role in the development of the enterprise, All the research done in this paper is aimed at 28 people. The salary change management is chosen as the research scope. Through the methods of questionnaire survey and interview, the author obtains that the current salary system of "J" company is lack of planning, credibility and science is not enough. The lack of incentives for variable pay, the lack of benefits pay and salary growth mechanisms, and then the problems identified in the questionnaire, Combined with the strategic goal of "J" Company to become the national first class construction enterprise and Tianjin's largest flower cultivation base in the next five years, the paper puts forward that the company should implement the talent strategy of "retaining, training and exerting talents". It is necessary to reform the existing salary system. The specific design of salary system reform is to set up a pay system reform group to design the performance appraisal system from four aspects: assessment index, index weight, assessment method and implementation. The salary structure is mainly composed of basic salary, post allowance, title allowance, performance salary, equity incentive and personal career development. The salary level of the company is regulated and negotiated with the frequency of 3 months and half a year. In the aspect of salary growth mechanism, the emphasis is on introducing the concept of broadband salary, which reflects the salary growth mechanism of every position. The innovation of this paper lies in the salary reform strategy designed by the employees of "J" Company. Put forward a variety of reliable methods of "J" company in the incentive measures, make up for the shortcomings of them, and this paper is applied in practice. It is based on the real cases. From the perspective of salary communication in salary management, this paper explains the implementation of salary reform in "J" company, and evaluates the effect of the implementation. At the same time, a lot of data collection is not comprehensive, this article in the study of "J" company salary reform strategy is mainly inadequate. The next step needs to be more specific and detailed understanding of "J" company after the implementation of the existing problems; According to the feedback after the implementation of the new salary strategy, constantly improve the salary strategy, repeatedly implement, repeatedly improve, and continue to progress.
【学位授予单位】：兰州交通大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.92;F426.92

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