宽带薪酬体系设计与应用研究

发布时间：2018-05-18 01:28

本文选题：宽带薪酬 + 薪酬管理　；参考：《北京交通大学》2012年硕士论文

【摘要】：亚信公司是一家地处深圳的信息咨询公司,该公司具有中小企业的一般特征,当前其薪酬管理体系存在薪酬理念不明确、薪酬管理制度混乱、薪酬内部公平性不足等问题。笔者通过对亚信公司现状进行的分析,包括对其背景状况、原有薪酬体系等信息进行分析。在此基础上,进行了岗位分析、岗位说明、岗位价值评估以及薪酬等级的制定等工作,根据亚信公司的实际情况进行了宽带薪酬体系的设计和运用,且提炼相关的经验总结,为本企业制定今后薪酬策略提供了一定的理论指导和实践依据。当然,对中小企业而言,其具有自身的特点。中小企业一方面要学习大型企业的优秀管理经营,另一方面又要坚持从实际出发,其自身的人力资源管理体系特别是薪酬管理体系应当结合自身特点而设计。具体言之,由于大型企业资金和实力雄厚,可以请薪酬管理体系专家为她们量身定做,保证实用并且符合企业发展,但中小型企业没有这个能力,而且又不能照搬大型企业的薪酬管理体系,因而,中小企业需要根据自身企业的情况设计自己的薪酬管理体系。深圳亚信信息咨询有限公司(下称亚信公司)是一家地处深圳宝安区的公司,该公司成立于2001年,以平面媒体推广、海外品牌推广以及电子媒体推广为其主营业务,资本规模、人员规模和经营规模较小,人员流动频繁,具有中小企业的典型特征。该公司现有薪酬管理体系有其特色,但亦存在较为严重的问题,不能充分发挥其吸引人才和保护人才的作用。当然,这些问题在许多中小企业也存在。本研究立足于亚信公司的薪酬管理体系,力争归纳出中小企业之薪酬管理的一般问题,进而为中小企业提出切实可行的薪酬管理设计方案。在具体的内容安排方面,本文第一章先是介绍了当前国内外对薪酬体系的研究成果。第二章则对国内中小企业的薪酬体系进行研究。认为在我国,薪酬管理体系一般包括以下几种形式：其一是固定工资制。其二是提成工资制。其三是年薪制。年薪制即是企业依经营业绩按年度为其员工发放薪酬的模式。这种模式一般适用于高级管理人员,其具有以下特点：企业员工最终获取的薪酬额与其经营业绩挂钩,经营业绩越好则其所得薪酬则越多；其二是按年度结算；其三是风险度较高。第四种薪酬管理模式即是结构薪酬模式,这种模式中,员工工资由多个组成部分组成,各个组成部分的确定参考不同的因素。第三章则介绍亚信公司的具体情况,认为亚信公司存在规模小、企业可用资源少、管理制度不完善的特点,指出公司当前采用固定工资加津补贴的薪酬管理体系。在这种体系中,员工的工资在员工进入公司与公司签订劳动合同时即确定,公司按合同中规定的工资额和相关法律法规规定的津贴额向员工发放工资。在单个员工之工资的确定上,亚信公司根据员工之岗位而确定其工资。在当时,核心层管理人员的工资水平最高,外联部、设计部等核心部门的工资次之,而人力资源管理、办公室等部门的员工工资水平则较低。第四章则主要指出亚信公司存在的问题,认为该公司存在缺乏薪酬战略、薪酬理念不明确、薪酬管理制度混乱、薪酬内部公平性不足、缺乏专业性管理人才等问题,这些问题存在有其深刻的根源,主要包括：就其主观原因而言,就其主观因素而言,亚信公司之薪酬体系之所以存在薪酬理念不明确、内部公平性不足、专业人才缺失等问题,其原因即在于亚信公司对薪酬管理体系的重视不足。具体而言,亚信公司自2006年起开始建立起现行的薪酬管理体系。在2006年以前,该公司一直采取固定工资制的模式,由公司与员工签订劳动合同确定其薪酬,公司每月按已确定的薪酬发放工资。这第五章则具体探讨了亚信公司建立其薪酬体系的理论基础。具体而言,就小企业自身特点而言,小企业的“小”,即体现在其资金量小、可占用的资源少、生产规模小。与这些特点相对应的,即是中小企业抗击风险的能力小。即这种情况决定了小企业在制定其企业策略时必须慎之又慎,避免决策错误给企业发展带来致命打击。而薪酬体系正是企业战略的一部分。这种情况之下,小企业在制定其薪酬体系时,当然应当选择符合本企业发展的战略,如此才能避免人力资源的浪费给企业带来困境。第六章则具体对亚信公司之薪酬体系进行重新设计,介绍了宽带薪酬设计的考量要素,认为宽带薪酬体系的设计应当考虑企业发展阶段因素、企业文化价值因素、内外部环境影响因素,并就宽带薪酬之设计流程进行研究,就其岗位分析和岗位设计、岗位评估和划分岗位级别、工资中位值、级差和等级幅度设计、确定各类别岗位固定工资和浮动工资所占比例等事项进行具体的探讨。第七章则就亚信公司设计宽带薪酬管理体系可能带来的益处和产生的问题进行探索,认为这个薪酬体系的设计有利于消除企业中的等级观念、有利于引导员工重视个人能力的提升、有利于职位轮换,培育跨职能人才的成长和有利于提高绩效。同时,认为在宽带薪酬体系中,对员工工资的确定所考量和主要因素即是员工的绩效,因而绩效亦成为公司人力资源管理的重要方面。如果绩效管理混乱,那么这种情况下采用宽带薪酬体系,则会造成员工工资大幅度的起伏。
[Abstract]:Yaxin company is a information consulting company in Shenzhen. The company has the general characteristics of small and medium enterprises. At present, the salary management system is not clear, the salary management system is confused, and the internal fairness of the salary is insufficient. The author analyzes the present status of the Asia letter company, including its background and the original salary. On this basis, the job analysis, post description, post value evaluation and salary grade formulation are carried out. According to the actual situation of Yasin, the design and application of the broadband salary system are carried out, and the related experience is abstracted, which provides the future salary strategy for the enterprise. Of course, it has its own characteristics for small and medium enterprises. On the one hand, small and medium enterprises should learn from the excellent management and management of large enterprises. On the other hand, they must adhere to the reality, and their own human resources management system, especially the salary management system, should be designed in combination with their own characteristics. Because the large enterprises have strong funds and strong strength, they can ask the experts of the salary management system to make them tailor made, ensure the practical and meet the development of the enterprises. But the small and medium enterprises do not have this ability, and can not copy the salary management system of large enterprises. Therefore, the small and medium enterprises need to design their own salary according to their own enterprises. Management system.
Shenzhen Yaxin Information Consulting Co., Ltd. (hereinafter referred to as Yaxin) is a company located in Baoan District, Shenzhen. It was founded in 2001. It is based on the promotion of graphic media, the promotion of overseas brands and the promotion of electronic media as its main business. The scale of capital, the small size of personnel and operation, the frequent flow of personnel, and the typical small and medium enterprises. Characteristics. The company's existing salary management system has its own characteristics, but there are also serious problems, which can not give full play to the role of attracting and protecting talents. Of course, these problems exist in many small and medium-sized enterprises. This study is based on the salary management system of Yaxin company and strives to sum up the general salary management of small and medium-sized enterprises. Then, it proposes feasible salary management plan for small and medium-sized enterprises.
In the specific content arrangement, the first chapter introduces the research results of the domestic and foreign salary system at first.
The second chapter studies the salary system of small and medium-sized enterprises in China. In our country, the salary management system generally includes the following forms: one is the fixed wage system, the other is the salary system, and the third is the annual salary system. For senior managers, they have the following characteristics: the salary amount that the employees finally obtain is linked to their operating performance, the better their performance is, the more salary they earn, the second is the annual settlement, and the third is the high risk. The fourth compensation management mode is the structural compensation model, in which the employee wages are more than one. The components are composed and the components are determined by reference to different factors.
The third chapter introduces the specific situation of Yaxin company. It holds that the company has the characteristics of small scale, less resources and imperfect management system, and points out the company's current salary management system with fixed salary plus Tianjin subsidy. In this system, the employee's salary is determined when the employee enters the labor contract with the company when the company enters the company with the company. The company is paid to the employee in accordance with the amount of the salary stipulated in the contract and the allowances stipulated in the relevant laws and regulations. In the determination of the salary of a single employee, Yaxin company determines its salary according to the staff's position. At that time, the salary level of the core managers was the highest, the wages of the foreign union department, the design department and other core departments were the second, and the manpower. Staff salaries in resource management offices and other departments are relatively low.
The fourth chapter mainly points out the problems existing in Yaxin company, and thinks that the company lacks the compensation strategy, the salary concept is not clear, the salary management system is confused, the salary internal fairness is insufficient, and the professional management talent is lack. These problems have its profound root cause, mainly including its subjective reasons. As a matter of fact, the reason why the salary system of Yaxin company has an unclear salary concept, lack of internal fairness and lack of professional talents is due to the lack of attention to the salary management system. In particular, the company began to establish the current salary management system since 2006. Before 2006, the company was the company. A fixed wage system has been adopted, and the company has signed a labor contract with its employees to determine its salary, and the company has paid monthly salaries according to the established remuneration.
The fifth chapter concretely discusses the theoretical basis of the establishment of the salary system of Yaxin company. In particular, the small enterprise is small in terms of its own characteristics, that is, its small amount of funds, less resources and small scale of production. It is determined that small businesses should be careful and prudent in making their business strategies to avoid a fatal blow to the development of enterprises. The compensation system is a part of the enterprise strategy. In this case, the small enterprises should of course choose the strategy that conforms to the development of the enterprises in the formulation of their compensation system, so that human resources can be avoided. Waste brings trouble to enterprises.
The sixth chapter concretely redesigns the salary system of Yaxin company and introduces the considerations of the design of broadband salary. It is considered that the design of the broadband salary system should consider the factors of the development stage of the enterprise, the factor of enterprise culture value, the internal and external environmental influence factors, and study the design process of the broadband salary, and analyze the post analysis. And post design, post evaluation and division of post grade, salary median value, gradation and grade range design, and determine the proportion of fixed salary and floating wage in various categories.
The seventh chapter explores the possible benefits and problems that may be brought about by the design of the broadband salary management system in Yaxin company. It is believed that the design of the salary system is beneficial to eliminate the hierarchy in the enterprise, to guide the staff to pay attention to the promotion of personal ability, to promote the change of job wheels, to foster the growth of cross functional talents and to be beneficial to the development of the personnel. At the same time, it is considered that in the broadband salary system, the determination of employee wages and the main factors are employee performance, so performance has also become an important aspect of human resource management. If the performance management is chaotic, the adoption of broadband salary system in this case will cause a substantial wage fluctuation.
【学位授予单位】：北京交通大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F272.92;F626

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