D公司管理人员薪酬体系优化设计

发布时间：2018-04-30 09:05

本文选题：国有企业 + 管理人员　；参考：《兰州交通大学》2014年硕士论文

【摘要】：在社会主义市场经济背景下,人力资源管理所起到的作用越来越大,薪酬管理作为人力资源的重要组成部分,它的主要作用是传递公司的价值导向。我国大型央企都是集团式的组织形式,目前薪酬分配体系大体上可以分为两类,为单控模式和双控模式。文中介绍了中石油近年薪酬制度改革的情况,并从第一视角进行了分析和探讨,希望给各类国有大型企业的相关改革提供交流借鉴。2014年8月,中共中央政治局审议通过了《中央管理企业负责人薪酬制度改革方案》,方案将于2015年年初开始实施。此次改革较为关切的问题包括:薪酬改革是否就是蒋欣?员工是否“受牵连”层层降薪?是否导致人才出走影响国企经营等。基于国家对薪酬改革方案的出台,本论文对D公司管理人员薪酬体系优化设计案例进行分析,并拟实施。本论文以D公司的薪酬体系为基础,结合了薪酬相关的理论知识,利用对案例的描述和分析等方法,使用理论研究和实证研究的方式,描述了D公司现行的薪酬体系和其产生的影响,其薪酬体系的弊端造成的结果即:拥有高学历、高技能的管理人员纷纷离职,多年来公司员工的离职率较高,且长此以往将会不利于公司的健康发展。同时,优化方案的施行会存在许多的实际困难,根据公司的员工构架和薪酬体系,从优化方案中拉大工资差别,如果没有公司对于工资总额扩充的批准,那么此次方案中绝大部分的员工的收入会降低,实际增加收入的员工则很少;如果收入比预期减少的时候,对于外部竞争力也减退,从而会流失一些高素质的员工,论文中以福利政策作为支撑;并在员工的考核上,要求领导干部提高重视,保证基础环节不遗漏或缺失,真正使考核的成为一个公平的绩效考核。通过对现在薪酬体系的优化,如增加学历工资、年工津贴以及员工可以选择的福利待遇等拟调整优化内容,配以实施保障措施,并将优化后的薪酬体系结果预测与原薪酬体系的前后进行对比分析。
[Abstract]:Under the background of socialist market economy, human resource management plays a more and more important role. As an important part of human resources, salary management plays an important role in transmitting the value orientation of the company. The large central enterprises in our country are all organized in groups. At present, the salary distribution system can be divided into two types: single control mode and double control mode. This paper introduces the situation of CNPC's salary system reform in recent years, and analyzes and discusses it from the first angle of view, hoping to provide a reference for the relevant reform of various large state-owned enterprises. The Politburo of the CPC Central Committee deliberated and approved the plan for the reform of the compensation system for persons in charge of central management enterprises, which will be implemented in early 2015. The reform concerns include: is the pay reform Jiang Xin? Are employees "implicated" in their pay cuts? Whether leads to the talented person to leave affects the state-owned enterprise management and so on. Based on the introduction of the national salary reform scheme, this paper analyzes the case of the optimization design of the executive compensation system of company D, and proposes to implement it. Based on the compensation system of company D, this paper combines the theory knowledge of compensation, using the method of case description and analysis, using the way of theoretical research and empirical research. This paper describes the current salary system of company D and its impact. The result of the malpractice of the compensation system is that the managers with high education and skills have left their jobs, and the turnover rate of employees in the company has been high for many years. And the long term will not be conducive to the healthy development of the company. At the same time, there will be many practical difficulties in the implementation of the optimization scheme. According to the employee structure and salary system of the company, the wage difference can be widened from the optimization scheme, without the approval of the company for the increase in the total amount of wages, Well, the income of the vast majority of employees in this program will be reduced, while the actual increase in income will be very small. If the income is lower than expected, the external competitiveness will also decline, thus losing some highly qualified employees. In this paper, welfare policy is taken as the support, and the leading cadres are required to pay more attention to the assessment of employees, to ensure that the basic links are not missing or missing, so that the appraisal becomes a fair performance appraisal. Through the optimization of the current salary system, such as increasing the academic background salary, the annual allowance and the benefits and benefits that employees can choose, and so on, they are matched with the implementation of safeguard measures. The results of the optimized compensation system are compared with that of the original compensation system.
【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;F426.22

【相似文献】