X工业集团薪酬管理研究

发布时间：2018-04-09 10:15

本文选题：集团公司　切入点：薪酬体系　出处：《南京大学》2014年硕士论文

【摘要】：现代企业管理中,人力资源已成为企业战略不可或缺的一部分。薪酬是人力资源管理的重要工具,如何将薪酬管理与企业发展战略相结合,吸引、保留人才,引导员工行为,促进劳资和谐,从而提高企业竞争优势,保障可持续发展已经成为人力资源研究的重要议题。随着经济全球化,越来越多的跨国公司进入中国,国内的企业也积极探索多元化经营模式,集团公司成为占主导地位的组织形式。由于集团公司跨地区、跨行业经营的特点,其组织结构往往比较复杂。如何在集团公司统一的薪酬战略指引下,兼顾行业特色、地区差异,构建对内公平、对外有竞争力,对员工有激励性的薪酬体系,已被越来越多的企业管理者所关注。X集团是以资源开发为基础的工业集团。总资产超过150亿美元,在全球范围有员工5万多人。集团业务发展覆盖多个领域。旗下的各个业务集团均实行独立经营,有自己的控股公司,由各自的董事会管理,并由管理层履行经营和战略监督的职能。本文以X集团中国区作为研究对象,发现X集团薪酬管理存在的问题,挖掘问题形成的原因。借助内部访谈、外部调研、数据统计分析等手段,确定X集团公司薪酬战略定位和薪酬设计的原则。通过岗位评估建立集团网络式职级体系。结合行业特点、地区差异,设计集团下属管理公司及各利润中心的薪酬架构,并在新的薪酬架构的基础上,完善员工跨地区调动的薪酬政策。人力资源管理环环相扣,薪酬只是其中的一个环节。本文最后探讨了薪酬方案的实施保障,包括有效的绩效考评体系,能力素质模型,跨地区调动政策等。通过对X集团薪酬体系的实证研究,冀求为跨地区、多元化运营的集团公司薪酬管理提供参考。
[Abstract]:In modern enterprise management, human resource has become an indispensable part of enterprise strategy.Compensation is an important tool of human resource management. How to combine compensation management with enterprise development strategy, attract and retain talents, guide employee behavior, promote labor harmony, and improve the competitive advantage of enterprises.Ensuring sustainable development has become an important topic in human resources research.With the economic globalization, more and more multinational companies enter China, and domestic enterprises actively explore the diversified management model, group companies become the dominant form of organization.Because group company cross-region, cross-industry management characteristic, its organization structure is often quite complex.Under the guidance of the uniform compensation strategy of the group company, how to take into account the characteristics of the industry, regional differences, build up a compensation system that is fair to the inside, competitive with the outside, and motivating the employees,More and more enterprise managers have paid attention to. X Group is an industrial group based on resource development.With total assets of more than $15 billion, the company employs more than 50, 000 people worldwide.Group business development covers a number of areas.Each of its business groups operates independently, has its own holding company, is managed by its respective board of directors, and its management performs its operational and strategic oversight functions.This paper takes X Group China as the research object, finds out the problems existing in X Group compensation management, and excavates the causes of the problems.By means of internal interview, external investigation and statistical analysis of data, the principles of compensation strategy positioning and compensation design of X Group Company are determined.Establish group network grade system through post evaluation.According to the industry characteristics and regional differences, design the salary structure of the management company and the profit center of the group, and improve the salary policy of staff transfer across regions on the basis of the new salary structure.Human resources management, pay is only one of the links.Finally, this paper discusses the implementation of the salary scheme, including effective performance appraisal system, competency model, cross-regional mobility policy and so on.Through the empirical study of X Group compensation system, this paper aims to provide a reference for cross-regional and diversified corporate compensation management.
【学位授予单位】：南京大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.92;F416.83

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