甘肃汇能新能源公司员工薪酬体系优化研究

发布时间：2018-07-09 14:35

本文选题：薪酬分配 + 激励性　；参考：《兰州大学》2017年硕士论文

【摘要】：在过去的五年中,汇能公司相继成立了新能源设计研究院、碳资产管理公司、检修公司,不断积极拓展业务,逐渐形成了新能源产业链式发展。随着汇能公司项目开发、设计咨询、运行检修服务等业务发展逐渐多元化、市场竞争逐渐激烈、人员情况逐渐复杂,公司目前采用的单一的“岗位薪点制”薪酬分配方式,与公司的发展阶段已不能有效匹配,也不能够有效的与各类业务发展与岗位设置相契合,公司的不断发展壮大与人员的激励问题成为制约公司发展除政策层面以外最突出的问题。如何能够在现有市场背景及公司发展模式下,有效地整合公司内、外部资源,完善组织框架,建立具有激励性的、能够有效激发员工潜能,促进员工与公司同步发展的薪酬体系,完善岗位、技能、收入相关联的竞争激励约束机制,显得尤为重要。本文以汇能公司现有薪酬分配体系为基础,以薪酬体系存在的缺陷与不足为着眼点,从公司岗位结构、薪酬总额核定方式、薪酬分配方式等方面进行分析,指出现有薪酬分配制度存在的不合理性。基于上述分析,结合激励理论及薪酬管理理论的分析运用,通过岗位分析、价值评估、薪酬结构设计及实施管理等步骤对公司现有薪酬分配体系进行优化研究,使公司的薪酬体系能够充分贴合公司现处的发展阶段、发展特点和发展战略。通过保障措施的实施,适时对员工分配体系进行调整和优化,建立薪酬的持续改进机制。通过对员工薪酬体系的优化研究,使公司的薪酬分配体系更具公平性、激励性和竞争性,使公司能够健康发展,实现公司利益最大化和员工的利益最大化。
[Abstract]:In the past five years, HuiNeng has set up new energy design and research institute, carbon asset management company, maintenance company, and has been actively expanding its business, gradually forming a new energy industry chain development. With the diversified development of project development, design consultation, operation and maintenance service, the market competition is gradually fierce, the personnel situation is becoming more and more complicated, and the company adopts a single "post salary point system" salary distribution method at present. Can no longer be effectively matched with the company's development stage, nor can it be effectively matched with all kinds of business development and post setting, The continuous development of the company and the encouragement of its personnel have become the most prominent problems restricting the development of the company besides the policy level. How to effectively integrate internal and external resources, perfect the organizational framework, set up incentive, and effectively stimulate the potential of employees under the existing market background and company development model, and how to effectively integrate internal and external resources, improve the organizational framework, It is very important to promote the development of compensation system and perfect the competition incentive and restriction mechanism which is related to position, skill and income. Based on the existing compensation distribution system of Huineng Company and the defects and shortcomings of the compensation system, this paper analyzes the position structure, the total amount of compensation, the way of salary distribution, and so on. The irrationality of the existing salary distribution system is pointed out. Based on the above analysis, combined with incentive theory and salary management theory analysis and application, through the post analysis, value evaluation, salary structure design and implementation of management and other steps to optimize the company's existing salary distribution system. So that the company's compensation system can fully match the company's current stage of development, development characteristics and development strategies. Through the implementation of security measures, timely adjustment and optimization of the staff distribution system, the establishment of a continuous improvement mechanism of compensation. Through the research on the optimization of employee compensation system, the compensation distribution system of the company is more fair, incentive and competitive, so that the company can develop healthily and realize the maximization of the benefits of the company and the interests of the employees.
【学位授予单位】：兰州大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F426.2

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