Y公司薪酬体系研究
发布时间：2018-10-05 11:35
【摘要】：我国"十三五规划纲要"指出,要把人才作为支撑发展的第一资源。"治国经邦,人才为急"。人才作为先进生产力的重要创造者和先进文化的传播者,是支撑经济社会发展的宝贵资源。人才的数量和素质被越来越看作是衡量一个国家和地区核心竞争力高低的重要指标。对于国家发展而言,人才是宝贵的财富,对于企业的发展来讲,人才的重要性更是如此。在复杂多变、竞争激烈的市场环境里,企业的竞争归根到底是人才的竞争。企业的发展离不开人才的支撑和引领,而薪酬制度的合理与否又直接关系到人才的去留。因此,建立科学合理的企业薪酬体系就显得尤为重要。为了考察目前我国企业薪酬体系的建立和运行情况,本文选取Y公司作为典型样本进行案例研究。Y公司是一家成立于1999年的老牌通信运营商公司,十多年来,随着通信领域科学技术的迅猛发展,Y公司的服务质量不断提升,经营效益也得以不断增长。然而近年来随着通讯行业竞争的进一步加剧,各大通讯公司的竞争对象从客户拓展到人才。市场竞争的日趋激烈,使得Y公司面临着人才流失的风险。面对这种情况,急需Y公司对目前的薪酬体系进行创新和优化。本文采用文献分析、案例分析法、问卷调查法,并结合所学的人力资源管理相关理论特别是薪酬理论,通过分析Y公司现有的薪酬体系现状及存在的问题,提出了完善Y公司薪酬体系的对策及其实施保障机制。Y公司现有的薪酬体系存在的问题包括薪酬结构缺乏合理性、岗位工资内部公平性不足、工龄工资设置不合理、学历和职称工资缺位、绩效工资与考核不挂钩、福利项目缺少多样性。完善Y公司薪酬体系的具体建议包括优化高层管理人员薪酬体系设计、优化行政管理人员薪酬体系设计、优化销售类人员的薪酬体系设计、优化专业技术类人员薪酬体系设计;而实施新的薪酬体系的保障措施又包括建立薪酬体系沟通机制、构建透明化薪酬管理模式、引入薪酬体系监控评审机制。本研究对于Y公司乃至其他通讯公司留住人才具有重要的指导意义。
[Abstract]:China's 13th Five-Year Plan outline points out that talent should be regarded as the first resource to support development. Talent, as an important creator of advanced productive forces and a disseminator of advanced culture, is a valuable resource to support economic and social development. The quantity and quality of talents are more and more regarded as an important index to measure the core competence of a country and a region. For national development, talent is a valuable asset, especially for the development of enterprises. In the complicated and changeable market environment, the competition of enterprises is the competition of talents. The development of enterprises can not be separated from the support and guidance of talents, and whether the salary system is reasonable or not is directly related to the talents. Therefore, the establishment of a scientific and reasonable enterprise compensation system is particularly important. In order to investigate the establishment and operation of enterprise compensation system in our country, this paper selects Y Company as a typical sample for case study. Y Company is an established telecom operator company established in 1999, for more than ten years. With the rapid development of science and technology in the field of communication, the service quality of YY Company has been continuously improved, and the operating efficiency has been continuously increased. However, in recent years, with the further intensification of competition in the communications industry, the competition of major communication companies has expanded from customers to talents. The increasingly fierce competition in the market makes Y Company face the risk of brain drain. Facing this kind of situation, urgently needs Y company to carry on the innovation and the optimization to the present compensation system. This article adopts the literature analysis, the case analysis method, the questionnaire survey method, and unifies the human resources management related theory, especially the compensation theory, through the analysis Y company's present salary system present situation and the existence question, This paper puts forward the countermeasures to perfect the compensation system of Y Company and its implementation guarantee mechanism. The problems in the existing compensation system of Y Company include the lack of rationality of salary structure, the lack of internal fairness of post salary, the unreasonable setting of salary for years of service. Lack of education and title salary, performance pay and assessment, lack of diversity of welfare projects. The specific suggestions to perfect the compensation system of Y Company include optimizing the design of the compensation system of the senior management, optimizing the design of the compensation system of the administrative staff, optimizing the design of the compensation system of the sales personnel, and optimizing the design of the compensation system of the professional and technical personnel. The guarantee measures to implement the new compensation system include establishing the communication mechanism of the compensation system, establishing a transparent compensation management model, and introducing the monitoring and evaluation mechanism of the compensation system. This research has important guiding significance for Y Company and other communication companies to retain talents.
【学位授予单位】：内蒙古大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F626
[Abstract]:China's 13th Five-Year Plan outline points out that talent should be regarded as the first resource to support development. Talent, as an important creator of advanced productive forces and a disseminator of advanced culture, is a valuable resource to support economic and social development. The quantity and quality of talents are more and more regarded as an important index to measure the core competence of a country and a region. For national development, talent is a valuable asset, especially for the development of enterprises. In the complicated and changeable market environment, the competition of enterprises is the competition of talents. The development of enterprises can not be separated from the support and guidance of talents, and whether the salary system is reasonable or not is directly related to the talents. Therefore, the establishment of a scientific and reasonable enterprise compensation system is particularly important. In order to investigate the establishment and operation of enterprise compensation system in our country, this paper selects Y Company as a typical sample for case study. Y Company is an established telecom operator company established in 1999, for more than ten years. With the rapid development of science and technology in the field of communication, the service quality of YY Company has been continuously improved, and the operating efficiency has been continuously increased. However, in recent years, with the further intensification of competition in the communications industry, the competition of major communication companies has expanded from customers to talents. The increasingly fierce competition in the market makes Y Company face the risk of brain drain. Facing this kind of situation, urgently needs Y company to carry on the innovation and the optimization to the present compensation system. This article adopts the literature analysis, the case analysis method, the questionnaire survey method, and unifies the human resources management related theory, especially the compensation theory, through the analysis Y company's present salary system present situation and the existence question, This paper puts forward the countermeasures to perfect the compensation system of Y Company and its implementation guarantee mechanism. The problems in the existing compensation system of Y Company include the lack of rationality of salary structure, the lack of internal fairness of post salary, the unreasonable setting of salary for years of service. Lack of education and title salary, performance pay and assessment, lack of diversity of welfare projects. The specific suggestions to perfect the compensation system of Y Company include optimizing the design of the compensation system of the senior management, optimizing the design of the compensation system of the administrative staff, optimizing the design of the compensation system of the sales personnel, and optimizing the design of the compensation system of the professional and technical personnel. The guarantee measures to implement the new compensation system include establishing the communication mechanism of the compensation system, establishing a transparent compensation management model, and introducing the monitoring and evaluation mechanism of the compensation system. This research has important guiding significance for Y Company and other communication companies to retain talents.
【学位授予单位】：内蒙古大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F626
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