S公司中层管理人员薪酬体系研究

发布时间：2018-05-25 20:46

本文选题：薪酬管理 + 薪酬体系　；参考：《东北大学》2014年硕士论文

【摘要】：随着进入知识经济时代,人力资本在社会经济中越来越占据核心地位,企业之间的竞争也逐渐转移到人才竞争,而中层管理人员是企业的中坚力量,开发企业中层管理人员的智慧是保持企业竞争力的源泉。从人力资源角度看,薪酬体系是激励人才发挥潜能,调动员工工作积极性的重要工具,因此,建立一套适应公司发展的薪酬体系对是公司一直以来面临的重要课题。S公司是一家历史悠久的制造型企业,经过长时间经营,企业规模不断扩大,目前S公司已经成为中国制造企业最具影响力的企业之一,但随着公司快速发展,公司的人力资源政策出现了与公司发展不协调的情况,特别是薪酬体系设计出现了问题,导致骨干人员流失现象。因此应建立一套科学合理、内部公平公正、外部竞争力强的薪酬体系,帮助公司吸引、保留并激励核心人才,保持公司竞争力。本文共分为六个部分。第一部分阐述了本论文研究的目的及背景,并系统梳理了国内外关于中层管理人员薪酬体系研究成果,给出了本论文的内容、方法及研究框架。第二部分是对薪酬理论及薪酬设计相关理论进行了综述,并探讨了薪酬体系设计的影响因素。第三部分是对S公司概况、现实行的薪酬体系进行了介绍,并根据薪酬满意度调查结果,分析公司中层管理人员薪酬体系存在的问题。第四部分是对S公司中层管理人员岗位进行分析与评估,并对外部中层管理人员薪酬水平进行调研,对S公司薪酬进行定位,从而对S公司中层管理人员的薪酬体系进行再设计。第五部分建立绩效考核制度以及非物质激励机制,做好S公司中层管理人员薪酬体系实施保障工作。最后部分是对S公司薪酬体系改革方案的总结与展望。通过对S公司中层管理人员薪酬体系再设计,提高S公司凝聚力与向心力,满足公司战略转型需要,也希望对其它国有企业中层人员薪酬改革具有推动作用。
[Abstract]:With the entry of the era of knowledge economy, human capital plays a more and more important role in the social economy, and the competition among enterprises is gradually transferred to the competition of talents, and the middle managers are the backbone of the enterprises. Developing the wisdom of middle managers is the source of keeping enterprises competitive. From the point of view of human resources, the salary system is an important tool to motivate talents to bring their potential into full play and motivate employees to work. The establishment of a compensation system to suit the development of the company has been an important issue facing the company all along. S is a manufacturing enterprise with a long history. After a long period of operation, the scale of the enterprise is constantly expanding. At present, company S has become one of the most influential enterprises in China's manufacturing enterprises. However, with the rapid development of the company, the company's human resources policy has not been in harmony with the development of the company, especially in the design of the compensation system. Leading to the loss of backbone personnel phenomenon. Therefore, we should establish a set of scientific and reasonable, fair and equitable internal, strong external competitiveness of the compensation system to help companies attract, retain and encourage core talent, to maintain the competitiveness of the company. This paper is divided into six parts. The first part describes the purpose and background of this paper, and systematically combs the domestic and foreign research results on the middle management compensation system, and gives the contents, methods and research framework of this paper. The second part summarizes the salary theory and salary design theory, and discusses the influencing factors of salary system design. The third part introduces the general situation of S Company and the compensation system of Real Bank, and according to the results of salary satisfaction survey, analyzes the problems existing in the compensation system of middle-level managers in the company. The fourth part is to analyze and evaluate the positions of middle managers in S company, and to investigate the compensation level of external middle managers, and to position the compensation of S company. In order to S company middle management compensation system redesign. The fifth part establishes the performance appraisal system and the non-material incentive mechanism, completes the S company middle management salary system implementation safeguard work. The last part is the summary and prospect of S company's salary system reform plan. By redesigning the compensation system of middle-level managers in S Company, the cohesive force and centripetal force of S Company can be improved to meet the needs of strategic transformation of the company, and it is also hoped that it will promote the salary reform of middle managers in other state-owned enterprises.
【学位授予单位】：东北大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.92;F426.4

【参考文献】