PDDT公司薪酬体系再设计研究

发布时间：2018-06-17 07:15

本文选题：知识型员工 + 薪酬体系　；参考：《北京交通大学》2017年硕士论文

【摘要】：随着中国社会的不断发展,正在兴起的中小型企业已经成为市场中不容小视的一股力量。知识密集型中小型企业又是中小型企业中活力最为旺盛,市场前景最为乐观的新型企业。其以员工的高素质,产品的高技术含量在国内大的竞争舞台上成为一颗崛起的新星。知识密集型中小型企业的核心员工,即知识型员工,是保证其核心竞争力的关键因素,也是企业赖以长久发展的中流砥柱。薪酬体系,作为人力资源管理的关键,是吸引人才,保护和发展人才最重要的因素。其外部的竞争性,内部的公平性,对员工的激励性,都成为企业发展中不可或缺的部分。科学、合理的薪酬体系,能够有效地吸引人才,激励人才,使人才为企业带来更多的效益。本文采用理论与实践相结合的方法,结合PDDT公司所处阶段和发展现状,在原有薪酬体系的基础上,设计一套新的符合企业战略规划并能有效激励人才的薪酬体系。本文的研究思路是:通过对文献的学习,了解重要的薪酬理论;研究知识密集型中小型企业的特点,找到该类企业中薪酬体系普遍存在的问题;再结合PDDT公司的现状,通过对比原有薪酬体系,对企业岗位进行评价,进而构建新的薪酬结构与实施方案;最后通过新旧两个薪酬体系的对比,得出新的薪酬体系可行的结论。在对薪酬体系设计的过程中,本文采用岗位参照法对PDDT公司的岗位进行评价而没有使用当下最为流行的海氏评估法。通过对企业内员工的薪酬满意度的调查,以及对已有薪酬体系的分析,找到已有薪酬体系的缺陷,即薪酬透明度不足,薪酬结构不合理,缺乏有效的激励措施。对此,本文通过对主要部门人员的KPI的调整和规范,以及添加新的激励和惩罚措施,就以上问题进行了有效的调整。在完成新的薪酬体系之后,通过新旧薪酬体系的对比,得出以下结论:(1)薪酬体系的建立与企业其他各方面制度息息相关。完善的企业制度有利于形成良好的薪酬体系,在拥有较完善的企业制度的前提下,薪酬体系也能够最大程度地发挥其功效。(2)没有最好的薪酬体系,只有最适合企业的薪酬体系。对于每一个企业都有一个最适合的薪酬体系,然而该薪酬体系与企业呈一一对应的关系,即适于一个企业的薪酬体系不会同样适于其他企业。(3)对于大多数企业,薪酬体系往往只注重了外在薪酬,即物质方面的薪酬,而忽略了对于员工精神方面的薪酬。在知识密集型企业中,知识型员工相较其他员工更加注重内在薪酬的奖励。他们对内在薪酬的看重程度大于外在薪酬。没有良好的对于内在薪酬的体系制度,员工对薪酬的满意度将会收到影响,尤其是知识型员工。
[Abstract]:With the development of Chinese society, the emerging small and medium-sized enterprises have become a force in the market. Knowledge-intensive small-and-medium-sized enterprises are the new type enterprises with the most vigorous energy and the most optimistic market prospects. Its high-quality employees, high-tech products in the domestic competition stage to become a rising star. Knowledge-intensive small and medium-sized enterprises' core staff, that is, knowledge-based employees, is the key factor to ensure their core competitiveness and the mainstay of their long-term development. As the key of human resource management, salary system is the most important factor to attract, protect and develop talents. The external competition, the internal fairness and the incentive to the employees all become an indispensable part of the enterprise development. A scientific and reasonable salary system can attract talents, motivate them and bring more benefits to enterprises. This paper adopts the method of combining theory with practice, combining with the stage and development situation of PDDT Company, and on the basis of the original salary system, designs a new salary system which accords with the enterprise's strategic plan and can effectively motivate talents. The research ideas of this paper are: through the study of literature, to understand the important salary theory; to study the characteristics of knowledge-intensive small and medium-sized enterprises, to find out the common problems in the compensation system of this kind of enterprises; and then to combine with the status quo of PDDT Company. By comparing the original salary system and evaluating the position of the enterprise, the author constructs a new salary structure and implementation scheme. Finally, through the comparison of the old and the new compensation system, the feasible conclusion of the new compensation system is obtained. In the process of designing the compensation system, this paper uses the post reference method to evaluate the position of PDDT company, instead of using the most popular Hayes evaluation method. Through the investigation of the employees' compensation satisfaction and the analysis of the existing compensation system, the defects of the existing compensation system are found, that is, the lack of salary transparency, the unreasonable salary structure and the lack of effective incentive measures. In this paper, by adjusting and standardizing the KPI of the main department personnel, and adding new incentive and punishment measures, the above problems are effectively adjusted. After the completion of the new compensation system, through the comparison of the new and the old compensation system, we can draw the following conclusion: 1) the establishment of the compensation system is closely related to other aspects of the enterprise system. A perfect enterprise system is conducive to the formation of a good compensation system. On the premise of having a more perfect enterprise system, the compensation system can also exert its efficacy to the maximum extent) there is no best compensation system, only the most suitable compensation system for the enterprise. For every enterprise, there is a most suitable compensation system, but the compensation system has a one-to-one relationship with the enterprise, that is, the compensation system suitable for one enterprise will not be suitable for other enterprises. Pay system often only pays attention to the external salary, namely the material aspect salary, but neglects to the employee spirit aspect salary. In knowledge-intensive enterprises, knowledge-based employees pay more attention to the reward of internal compensation than other employees. They value the internal salary more than the external salary. Without a good system of internal compensation, employee satisfaction will be affected, especially by knowledge workers.
【学位授予单位】：北京交通大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92

【参考文献】