X公司薪酬满意度研究

发布时间：2018-05-03 11:22

  本文选题：汽车零配件企业 + 薪酬满意度　； 参考：《对外经济贸易大学》2017年硕士论文

【摘要】：企业要生存和发展,需要参与竞争,竞争其实就是市场上各公司人才之间的相互竞争,人才是各企业最重要、最珍贵的财富和无形资产。如果员工从组织获得的薪酬高于或大致等于他(她)的需求,那么薪酬满意度高;反之如果员工从组织获得的薪酬低于他(她)的需求,那么薪酬满意度低。低的薪酬满意度会导致员工产生离职倾向;超低的薪酬满意度会引发离职行为。员工离职会给企业带来许多有形无形的成本:低效成本,招聘成本,培训成本,空职成本,管理者心理成本。如果是核心员工的离职,它不仅会给企业带来直接的经济损失,也有可能带走公司的商业秘密。与此同时企业招聘越来越难。基于这个现实问题,笔者希望每个带人经理以及组织的人力资源部门,关注并提升薪酬满意度这一常见问题,降低员工离职倾向,直面员工离职问题,确保留住优秀核心员工,从而确保企业稳定持续发展。笔者以X公司作为主体研究对象,采用文献归纳法先研究了国内外关于薪酬、薪酬满意度、薪酬满意度和离职倾向关系的理论,分析薪酬满意度的影响因素以及五个维度(薪资水平、福利、非经济报酬、薪资晋升和薪资政策与管理),阐述了薪酬满意度的理论(公平理论、需求层次理论、双因素理论、期望理论、强化理论);再通过访谈调查法,访谈了X公司跨部门的带人经理和普通员工,运用电话访谈和面对面谈话的方式获取低薪酬满意度的原因:1、新招员工的岗位工资要比同岗位的老员工高;2、同岗位不同熟练程度的员工其薪酬区别较小;3、个别员工认为自己付出多,回报少;4、薪酬没有完全与绩效考核相挂钩;5、年度薪酬涨幅不合理;6.岗位晋升没有带来显著的薪酬上升;7、绩效评级不合理;最后通过理论与实证研究结合的分析法,提出相应的解决建议:1、管理者要区分员工所处的需求层次,适当适时提供“非经济报酬”;2.公司应科学合理地设置符合公司发展要求的岗位和薪酬区间;3、员工应了解岗位测评,调整个人所持的薪酬公平标准;4、重视绩效评定,分配年终奖应做到“效率优先,兼顾公平”;5、适当关注年度调薪涨幅;6、善于与人力资源部沟通协调;7、重视绩效评定。希望能对提高X公司员工的薪酬满意度有实际的帮助。
[Abstract]:In order to survive and develop, enterprises need to participate in competition. Competition is actually the competition among talents of various companies in the market. Talents are the most important and precious wealth and intangible assets of enterprises. If the employee's salary from the organization is higher or roughly equal to his or her demand, then the salary satisfaction is high, whereas if the employee's salary from the organization is lower than his or her demand, then the salary satisfaction is low. Low salary satisfaction will lead to turnover intention; low salary satisfaction will lead to turnover behavior. Employee turnover will bring many tangible and intangible costs to the enterprise: inefficient cost, recruitment cost, training cost, vacancy cost, manager psychological cost. If the core staff leave the company, it will not only bring direct economic losses, but also may take away the company's trade secrets. At the same time, recruitment is becoming more and more difficult. Based on this practical problem, the author hopes that every manager and the human resources department of the organization will pay attention to and improve the common problem of salary satisfaction, reduce employee turnover intention, face the problem of employee turnover, and ensure the retention of outstanding core staff. In order to ensure stable and sustainable development of enterprises. Taking X Company as the main research object, the author first studies the theories of compensation, salary satisfaction, salary satisfaction and turnover intention at home and abroad by the method of literature induction. This paper analyzes the influencing factors of salary satisfaction and five dimensions (salary level, welfare, non-economic reward, salary promotion, salary policy and management), and expounds the theory of salary satisfaction (equity theory, demand hierarchy theory, two-factor theory). Expectation theory, strengthen the theory, then through the interview survey method, interviewed X company cross-departmental managers and ordinary employees, The reason for obtaining low pay satisfaction by telephone interview and face-to-face conversation is that the salary of new recruits is 2% higher than that of old employees in the same position, and that of employees with different proficiency in the same position is less different from that of individual employees. The worker thinks he has given much, Returns are less than 4%, pay is not fully linked to performance appraisal, and annual pay increases are unreasonable by 6. 5%. Post promotion does not bring about a significant increase in salary and unreasonable performance rating. Finally, through the analysis of theoretical and empirical research, the author puts forward the corresponding solution proposal: 1, managers should distinguish the demand level of employees. Appropriate and timely provision of "non-economic remuneration". The company should scientifically and reasonably set up the position and salary range that meets the requirements of the company's development, and the employees should understand the post evaluation, adjust the fair standard of salary held by the individual, attach importance to the performance evaluation, and allocate the annual award should be "efficiency first," Pay attention to the annual adjustment pay increase 6, good communication and coordination with the human resources department, pay attention to performance evaluation. Hope to improve X company employee's salary satisfaction has the practical help.
【学位授予单位】：对外经济贸易大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F416.471
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本文编号：1838291