H公司薪酬体系研究
发布时间：2019-04-01 15:23
【摘要】：薪酬管理是现代人力资源管理的重要组成部分,一个科学、合理,体现了公平、激励、竞争原则的薪酬体系,对企业人力资源战略乃到整个公司发展战略的实现至关重要,才能够在竞争激烈人才市场上有效地吸引、保留和激励人才,维持企业的核心竞争能力,在激烈的市场竞争中立于不败之地。在中国,正经历着由计划经济向市场经济转轨的过渡阶段,建立符合社会主义市场经济体制需要的现代企业薪酬体系,也显得迫切需要。对于中小企业,怎样把书本理论与自身实际相结合,借鉴大企业经验,更有研究之必要。 H公司是一家有着近三十年制药历史的中药制药企业,在经历了国有、国有控股、民营、合资等几个发展阶段之后,企业规模逐步扩大,效益逐年递增,已成为当地最有影响力的龙头企业之一。但是随着企业的快速发展,企业原有的管理体系也暴露出许多不再适应发展要求的环节与部分,尤其是薪酬方面暴露出了诸多矛盾,员工对此颇有怨言,工作热情明显减退,责任意识淡漠,骨干人才流失现象严重,公司的发展速度明显放缓,甚至出现停滞不前的征兆。鉴于以上因素,对H公司的薪酬体系进行重新设计已是势在必行。 本文简要介绍了薪酬理论的发展及国内外研究现状,并对薪酬体系的内涵、薪酬的功能、建立薪酬体系应遵循的原则进行了阐述,明确了薪酬设计的基本程序；分析了H公司薪酬体系现状,指出H公司薪酬体系存在的主要问题,分析产生这些问题的原因。根据问题产生原因的分析,有针对性地采取相应的改进措施,并运用薪酬管理相关理论,结合H公司实际情况,对H公司的薪酬体系进行再设计,新薪酬体系在兼顾内外公平性与员工自我公平性的基础上,更加注重激励功能的发挥和风险意识的加强。同时提出了实行这项改革的相关配套措施及今后需持续改进之处。
[Abstract]:Salary management is an important part of modern human resources management. A scientific, reasonable, fair, incentive and competitive salary system is very important to the realization of human resource strategy of the enterprise to the development strategy of the whole company. In order to effectively attract, retain and encourage talents in the competitive talent market, maintain the core competitiveness of enterprises, in the fierce market competition in an invincible position. In China, the transition from planned economy to market economy is going through. It is also urgent to establish a modern enterprise salary system which accords with the needs of socialist market economy system. For small and medium-sized enterprises, it is more necessary to study how to combine book theory with their own practice and learn from the experience of large enterprises. H Company is a Chinese medicine pharmaceutical enterprise with a history of nearly 30 years. After several stages of development, such as state-owned, state-owned holding, private ownership, joint venture and so on, the scale of the enterprise has gradually expanded, and the benefits have been increasing year by year. Has become one of the most influential local leading enterprises. However, with the rapid development of the enterprise, the original management system of the enterprise also exposed a lot of links and parts that no longer adapt to the requirements of development, especially the salary aspect exposed a lot of contradictions, the staff have a lot of complaints about this, the enthusiasm for work is obviously reduced. The responsibility consciousness is indifferent, the backbone brain drain phenomenon is serious, the development speed of the company obviously slows down, even appears the sign of stagnation. In view of the above factors, it is imperative to redesign the compensation system of H Company. This paper briefly introduces the development of salary theory and the current research situation at home and abroad, and expounds the connotation of salary system, the function of salary system, the principles to be followed in establishing salary system, and clarifies the basic procedure of salary design. This paper analyzes the present situation of compensation system of H company, points out the main problems existing in the compensation system of H company, and analyzes the causes of these problems. According to the analysis of the causes of the problems, the corresponding improvement measures are taken, and the compensation system of H Company is re-designed by using the relevant theory of salary management and the actual situation of H Company, and the compensation system of H Company is redesigned according to the actual situation of H Company. On the basis of giving consideration to both internal and external fairness and employee self-equity, the new compensation system pays more attention to the exertion of incentive function and the enhancement of risk consciousness. At the same time, it also puts forward the relevant supporting measures for the implementation of this reform and the need for continuous improvement in the future.
【学位授予单位】：东北大学
【学位级别】：硕士
【学位授予年份】：2008
【分类号】：F272.92;F426.72
本文编号：2451666
[Abstract]:Salary management is an important part of modern human resources management. A scientific, reasonable, fair, incentive and competitive salary system is very important to the realization of human resource strategy of the enterprise to the development strategy of the whole company. In order to effectively attract, retain and encourage talents in the competitive talent market, maintain the core competitiveness of enterprises, in the fierce market competition in an invincible position. In China, the transition from planned economy to market economy is going through. It is also urgent to establish a modern enterprise salary system which accords with the needs of socialist market economy system. For small and medium-sized enterprises, it is more necessary to study how to combine book theory with their own practice and learn from the experience of large enterprises. H Company is a Chinese medicine pharmaceutical enterprise with a history of nearly 30 years. After several stages of development, such as state-owned, state-owned holding, private ownership, joint venture and so on, the scale of the enterprise has gradually expanded, and the benefits have been increasing year by year. Has become one of the most influential local leading enterprises. However, with the rapid development of the enterprise, the original management system of the enterprise also exposed a lot of links and parts that no longer adapt to the requirements of development, especially the salary aspect exposed a lot of contradictions, the staff have a lot of complaints about this, the enthusiasm for work is obviously reduced. The responsibility consciousness is indifferent, the backbone brain drain phenomenon is serious, the development speed of the company obviously slows down, even appears the sign of stagnation. In view of the above factors, it is imperative to redesign the compensation system of H Company. This paper briefly introduces the development of salary theory and the current research situation at home and abroad, and expounds the connotation of salary system, the function of salary system, the principles to be followed in establishing salary system, and clarifies the basic procedure of salary design. This paper analyzes the present situation of compensation system of H company, points out the main problems existing in the compensation system of H company, and analyzes the causes of these problems. According to the analysis of the causes of the problems, the corresponding improvement measures are taken, and the compensation system of H Company is re-designed by using the relevant theory of salary management and the actual situation of H Company, and the compensation system of H Company is redesigned according to the actual situation of H Company. On the basis of giving consideration to both internal and external fairness and employee self-equity, the new compensation system pays more attention to the exertion of incentive function and the enhancement of risk consciousness. At the same time, it also puts forward the relevant supporting measures for the implementation of this reform and the need for continuous improvement in the future.
【学位授予单位】：东北大学
【学位级别】：硕士
【学位授予年份】：2008
【分类号】：F272.92;F426.72
【引证文献】
相关硕士学位论文 前3条
1 刘天成;酒店行业服务人员的薪酬体系优化研究[D];中国海洋大学;2012年
2 刘全成;中小型加工制造企业薪酬体系构建研究[D];安徽大学;2012年
3 罗志平;GY高速公路公司绩效考核体系优化研究[D];南昌大学;2013年
，本文编号：2451666
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