海尔长春分公司薪酬管理体系优化设计研究

发布时间：2019-06-20 03:09

【摘要】：在现代企业中，人力资源的作用越来越大，对人力资源进行有效的开发、合理的利用是发挥其对组织最大作用的保证。人力资源的作用是否得到重视并得以充分发挥直接影响着一个企业的竞争态势，因此，人力资源已经成为企业的核心能力要素并支撑着一个企业的核心能力构建。薪酬管理在人力资源管理中发挥着重要作用，是人力资源管理的重要组成部分，企业如何通过完善薪酬管理体系来支持企业战略目标的实现，提高员工薪酬满意度，进而调动员工工作积极性、发挥薪酬管理的激励功能已经成为公司亟待解决的问题。海尔集团的薪酬管理体系在家电行业已经是相对比较成熟比较完善的薪酬管理体系，这些管理体系在集团总部的实施相对比较稳定、有效。但当其贯彻在全国各地大大小小的分公司是，问题却层出不穷，例如人员流动频繁、薪酬满意度不高、部门办事效率低下等，这些问题已经严重制约了公司的快速有效的发展。本文以海尔长春分公司为研究对象，通过对人力资源及薪酬管理理论知识的学习与掌握，在对海尔长春分公司充分调研的基础上，结合企业发展阶段系统的分析了企业的组织结构、人力资源结构、薪酬管理问题及成因，运用理论联系实际，定性与定量的方法，优化设计一套符合海尔长春分公司的薪酬管理体系。本论文的薪酬管理体系主要针对海尔长春分公司的一般管理人员，根据“竞争性与稳定性向结合”的薪酬水平策略，完成了对其薪酬管理体系的优化。其内容主要包括：在基本薪酬级别方面，一般销售管理人员由单纯的G5级别增加了G6级别,一般售后管理人员由单纯的G4级别增加了G5级别，增加了员工晋升加薪的通道，消除了以往员工只能在本部门间转岗或只能在本级别间转岗的弊端。在绩效考核关系方面，增加了相关同级的考核占比，这样就由单纯的直接上级考核变为直接上级与相同级别共同考核关系，可以缓和部门间的工作关系、营造良好的工作环境、增强员工的公平感、提高工作效率。增加了弹性福利计划，以满足员工个人价值的需求，提高人力资源管理者水平等措施。最后，为保障新的薪酬管理体系的顺利实施，，在制度上建立健全培训制度、完善考核制度、建立晋升制度；在组织上主要是依靠人力资源与各部门负责人及普通员工的沟通、宣传，通过有效的沟通化解员工心中的疑惑及矛盾，使薪酬管理体系更加透明；在文化上坚持以人为本的思想，使与时俱进、不断创新的精神在每位员工身上都能得到体现，并通过各种活动来宣扬加强文化的建设。这套方案将有利于提高公司部门工作效率，吸引、留住人才，增强企业的核心竞争力、实现本企业的可持续发展，并为全国其他分公司薪酬管理问题的解决提供借鉴。
[Abstract]:In modern enterprises, human resources play a more and more important role. The effective development and rational utilization of human resources is the guarantee to give full play to the greatest role of the organization. Whether the role of human resources has been paid attention to and can be brought into full play has a direct impact on the competitive situation of an enterprise. Therefore, human resources have become the core competence elements of an enterprise and support the construction of the core competence of an enterprise. Compensation management plays an important role in human resource management and is an important part of human resource management. How to improve the salary management system to support the realization of enterprise strategic objectives, improve employee compensation satisfaction, and then mobilize the enthusiasm of employees, and give full play to the incentive function of compensation management has become an urgent problem to be solved. Haier Group compensation management system in the household appliances industry has been relatively mature and perfect compensation management system, the implementation of these management systems in the group headquarters is relatively stable and effective. However, when it is carried out in large and small branches all over the country, problems emerge in endlessly, such as frequent movement of people, low salary satisfaction, low efficiency of the department, and so on, which have seriously restricted the rapid and effective development of the company. This paper takes Haier Changchun Branch as the research object, through the study and mastery of the theoretical knowledge of human resources and salary management, on the basis of full investigation and investigation of Haier Changchun Branch, combined with the enterprise development stage, systematically analyzes the organizational structure, human resource structure, salary management problems and causes of the enterprise, using the method of combining theory with practice, qualitative and quantitative methods. Optimize the design of a set of compensation management system in line with Haier Changchun Branch. The salary management system of this paper is mainly aimed at the general managers of Haier Changchun Branch. According to the salary level strategy of "the combination of competitiveness and stability", the salary management system of Haier Changchun Branch is optimized. Its contents mainly include: in the basic salary level, the general sales manager increases the G6 level from the simple G5 level, the general after-sale management personnel increases the G5 level from the simple G4 level, increases the staff promotion raise the channel, has eliminated the malpractice that the employee can only change jobs between departments or can only transfer jobs between this level in the past. In the aspect of performance appraisal relationship, the proportion of evaluation at the same level is increased, so that the relationship between direct superior and the same level can be changed from direct superior assessment to direct superior assessment, which can ease the working relationship between departments, create a good working environment, enhance the sense of fairness of employees and improve the work efficiency. Flexible welfare plan has been added to meet the needs of employees' personal value and improve the level of human resources managers. Finally, in order to ensure the smooth implementation of the new salary management system, we should establish and improve the training system, improve the assessment system and establish the promotion system. In the organization, we mainly rely on human resources to communicate with the heads of various departments and ordinary employees, propagandize, resolve the doubts and contradictions in the hearts of employees through effective communication, and make the salary management system more transparent. Adhere to the people-oriented thought in culture, so that the spirit of keeping pace with the times, continuous innovation can be reflected in every employee, and through a variety of activities to promote and strengthen the construction of culture. This scheme will be helpful to improve the work efficiency of the company department, attract and retain talents, enhance the core competitiveness of the enterprise, realize the sustainable development of the enterprise, and provide a reference for the solution of the compensation management problems of other branches in the country.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.6;F272.92

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