平安人寿保险公司银行保险系列员工薪酬体系设计

发布时间：2018-03-10 06:49

本文选题：保险公司　切入点：薪酬体系　出处：《吉林大学》2017年硕士论文　论文类型：学位论文

【摘要】：随着社会经济环境的高速发展,企业想在竞争日益激烈的外部环境中屹立不倒,需要不断的完善自身的管理制度,用管理来提升企业的竞争力。在这个过程中,越来越多的企业意识到,人力资源在企业的发展过程中具有越来越突出的重要作用,而薪酬管理体系是人力资源的核心部分。企业要想保持对人才据有极大的吸引力,就需要建立起一套科学合理的、符合战略目标的薪酬体系,同时,伴随着企业经营策略的调整,也需要适时更新与之相匹配的人力资源薪酬体系。基于这样的背景,本文以平安人寿保险公司银行保险系列为研究对象,通过问卷调查等方式对公司现有的薪酬状况进行调查。通过对调查结果的分析,了解到公司目前实施的薪酬体系中存在诸多问题,这些问题已经动摇了现行的薪酬体系。薪酬体系存在的问题可以总结为如下四点:第一,员工岗位工资偏低难以保证员工的最低生活成本,造成招聘困难留存更困难的局面;第二,员工绩效工资与考核脱钩使薪酬本身失去了激励效果;第三,员工对福利收入认可度低使公司投入了较大的人力成本,但却没有获得相应的效果和作用;第四,现行薪酬体系对公司整体的战略目标没有起到支撑作用,没有充分发挥薪酬体系的作用。通过现行薪酬体系中存在的问题可以发现,支撑薪酬体系构成的岗位工资、绩效工资和福利收入都存在一定程度的问题,从战略层面上也没有起到作用。这种不健全的薪酬体系主要是由现有的公司体制和管理观念造成的。鉴于此,通过从岗位工资、绩效工资、福利收入等三个维度入手,对公司的薪酬体系进行了重新设计。具体设计思路总结如下:首先,在现有岗位工资结构的基础之上进行优化,适当提高岗位工资的金额,在保证公平性原则的基础之上提升公司薪酬的直接竞争力;其次,调整绩效工资的结构,使之与业绩指标相关联,以达到通过绩效工资推动业绩提升的目的。通过对月度绩效工资、年度绩效工资和专项绩效工资等多项指标的层层推进式薪酬,推动员工不断走向高绩效。最后,保留现有的较为全面完善的福利收入,但对该部分的投入要更加的接地气,并且要注意内部宣传,将成本都用在刀刃上。通过以上三个方面的重新设计,最终形成一套可执行性强的薪酬体系。同时,为了保障薪酬体系能够顺利推行并发挥其真正的作用,还需要有一套可执行性强的实施办法来作为推动手段,并在公司内部搭建一个适合薪酬体系推行下去的软环境作为保障。总之,一套合理的薪酬体系是公司在进行人力资源管理过程中不可或缺的重要内容。一套合理的薪酬体系一定是基于公司利益和员工利益两方面综合考虑并最终达成一致的结果,它可以帮助员工实现自己的价值和目标,同时也能够实现公司的战略目标。
[Abstract]:With the rapid development of social and economic environment, enterprises want to stand firm in the increasingly competitive external environment, need to constantly improve their own management system, use management to enhance the competitiveness of enterprises. More and more enterprises realize that human resources play a more and more important role in the development of enterprises, and salary management system is the core of human resources. It is necessary to establish a set of scientific and reasonable compensation system in line with the strategic objectives. At the same time, with the adjustment of enterprise management strategy, it is also necessary to update the matching human resources compensation system in good time. This article takes Ping an Life Insurance Company's bancassurance series as the research object, carries on the investigation to the company's present salary condition by means of the questionnaire and so on, through the analysis to the survey result, We have learned that there are many problems in the compensation system implemented by the company. These problems have shaken the current compensation system. The problems in the compensation system can be summarized as follows: first, It is difficult to ensure the minimum cost of living of the employees because of the low salary, which makes it more difficult to retain the recruitment difficulties. Second, the decoupling of the performance pay from the assessment makes the salary itself lose its incentive effect. The low recognition of employee's welfare income makes the company invest more manpower cost, but it does not get the corresponding effect and effect. 4th, the current salary system has not played a supporting role to the overall strategic goal of the company. Through the problems existing in the current salary system, we can find that there are some problems in supporting the salary system, such as post salary, performance wage and welfare income. This imperfect compensation system is mainly caused by the existing company system and management concept. In view of this, starting from three dimensions of post wage, performance wage, welfare income, etc. This paper redesigns the compensation system of the company. The specific design ideas are summarized as follows: first, optimize the salary structure on the basis of the existing post wage structure, and appropriately increase the amount of the post salary. Based on the principle of fairness, the direct competitiveness of compensation is enhanced. Secondly, the structure of performance wage is adjusted to be related to performance indicators. In order to achieve the goal of promoting performance through performance pay. Through the monthly performance salary, annual performance wage and special performance salary, etc., promote the employees to go to high performance. Finally, Retain the existing, more comprehensive welfare income, but invest in this part to be more approachable, and pay attention to internal publicity, use the cost on the blade. Through the above three aspects of the redesign, At the same time, in order to ensure that the compensation system can be successfully implemented and play its real role, we also need a set of executables as a means of promotion. And set up a soft environment suitable for the implementation of the compensation system as a guarantee within the company. In short, A set of reasonable compensation system is an indispensable content in the process of human resource management. A reasonable compensation system must be based on the interests of the company and the interests of employees, and finally reach an agreement. It can help employees achieve their own values and goals, but also achieve the company's strategic goals.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F842.3

【相似文献】