T公司绩效薪酬体系改进研究

发布时间：2018-04-30 20:38

本文选题：薪酬管理 + 绩效考核　；参考：《首都经济贸易大学》2017年硕士论文

【摘要】：现阶段的企业管理中,人力资源战略作为企业运营的核心组成部分已成为广泛共识,卓越的绩效薪酬制度更是被作为企业良性发展和立足于市场竞争的根本。企业绩效薪酬体系的构建并不一定需要过于前沿的理论或者方法支撑,关键在于如何能够结合企业实际,探索出适合企业自身发展需要的管控体系。随着市场竞争愈发激烈,特别是国家放开军品市场之后,体制弊端也愈发明显的阻碍了公司的正常发展。T公司也已意识到了企业发展转型、内部管理优化的必要性以及人力资源改革的紧迫性。为了充分的发现问题、解决问题,通过对T公司骨干员工、中高层进行深入的专家访谈及问卷调查,明确企业绩效薪酬体系现状,T公司主要问题集中体现在组织职能界定不清,部门之间、岗位间推诿扯皮现象严重;薪酬体系初步建立,但薪酬结构、薪酬水平不合理,薪资调整机制欠缺,专业人才流失比较严重,员工忠诚度和满意度降至低谷;绩效考核效果较差,公司整体未能形成良性考核文化,考核指标不合理、监督落实不到位、人情色彩浓厚。为解决上述问题,本文结合国内外较成熟绩效薪酬管理理论和方法工具,拟对T公司各岗位重新进行岗位评估,并以此建立分职系的宽带薪酬模式,为员工构建职业发展通道;在绩效管理上,充分利用目标管理、关键业绩考核、平衡积分卡等成熟工具,为T公司构建目标计划层次分明、主客体考核关系明确、绩效考核结果与薪酬挂钩,并且体现价值导向、能力导向等绩效管理理念的绩效管理体系,以此希望充分激活人力资源活力,为企业卓越发展提供不竭动力。
[Abstract]:In the present stage of enterprise management, human resource strategy as the core part of enterprise operation has become a broad consensus, and the excellent performance compensation system is regarded as the foundation of healthy development and market competition. The construction of enterprise performance compensation system does not necessarily need the support of the theory or method, the key lies in how to combine the actual enterprise, explore the management and control system suitable for the enterprise's own development needs. With the increasingly fierce competition in the market, especially after the state has opened up the military products market, the malpractice of the system has become more and more obvious hindering the normal development of the company. T Company has also realized the transformation of the enterprise development. The necessity of internal management optimization and the urgency of human resource reform. In order to find the problem and solve the problem fully, through the in-depth expert interview and questionnaire survey to the key staff of T Company and the middle and high level, it is clear that the present situation of the performance compensation system of the company is mainly reflected in the unclear definition of the organizational function. Between departments, the phenomenon of prevarication is serious; the salary system is initially established, but the salary structure, salary level is unreasonable, the salary adjustment mechanism is lacking, the loss of professional talents is serious, the employee loyalty and satisfaction drop to a low point; The performance appraisal effect is poor, the whole company fails to form the benign appraisal culture, the appraisal index is unreasonable, the supervision implementation is not in place, the human feeling color is strong. In order to solve the above problems, this paper combines the mature theories and methods of performance compensation management at home and abroad, and intends to re-evaluate the positions of T Company, and establish a broadband salary model for employees to build a career development channel for employees. In the performance management, we should make full use of the mature tools such as objective management, key performance appraisal, balanced integral card and so on, to construct the target plan for T company, the relationship between the subject and the object is clear, the result of the performance appraisal is linked to the salary. It also embodies the performance management system of value-oriented, ability-oriented and other performance management concepts, in order to fully activate the vitality of human resources and provide an inexhaustible power for the outstanding development of enterprises.
【学位授予单位】：首都经济贸易大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F426.48

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