S房地产公司薪酬体系的优化研究
发布时间:2018-03-10 23:05
本文选题:房地产公司 切入点:薪酬体系 出处:《云南大学》2013年硕士论文 论文类型:学位论文
【摘要】:进入本世纪以来房地产行业倍受关注,房地产市场跌宕起伏,市场竞争环境非常严峻,逐步进入专业细分化。战略布局,特色价值链的设计近年凸显,专业人才的需求与流失,成本与薪酬的矛盾让众多地产企业,特别是民营地产企业难以解决“人才荒”的问题。如何留住人、吸引人、激励人是当前民营房地产企业存在的共性问题,而直接能体现激励与留住人才的基础因素就是薪酬。鉴于这样的环境下,用实证定量研究对剖析、解决类似问题具有可借鉴的意义和启示。 本文以本土较有代表性的民营地产企业—S公司的实践案例为素材,通过阅读参考文献和专业论著,借鉴和参考前人的研究思路和研究成果来进行本论文的撰写。本论文通过实证样本现状分析应用并借鉴薪点法、最大点值之间的绝对级差恒定法、线性回归分析法、层次分析法和因子分析法等薪酬体系分析方法,进行薪酬体系的优化设计。在研究过程中应用“统计产品与服务解决方案”软件(SPSS18.0),层次分析法软件(AHP6.0)分别进行薪酬调查问卷、岗位评估、评价权重等建模研究,对组织架构和薪酬体系存在的不适应发展及不规范体系的问题构建了建议性解决方案。最后形成了优化后的职能型组织结构,围绕这一架构在50个岗位上优化设计薪酬职级形成30个等级;岗位点值的回归校验达到0.9748符合要求;30个薪酬等级通过市场薪酬平均水平的回归分析,相关系数的平方R2为0.9447大于0.9,故回归方式验证了薪酬政策线,最终形成S公司的薪资结构参考表。本文后续部分也对间接薪酬及奖金进行了优化,并就优化后薪酬体系实施保障的建议,就优化后的实施重点以及实施保障措施等方面进行了说明,就阶段性研究进行展望。 值得进一步思考的是,战略、成本与人力资源应构建更紧密的系统关系,引进入才和内部培养人才的机制不能单一考虑,企业文化与团队建设比片面的高薪给付更有市场竞争力。
[Abstract]:Since the beginning of this century, the real estate industry has received much attention, the real estate market has fluctuated, the market competition environment is very severe, and gradually entered into the specialized fine differentiation. The strategic layout, the characteristic value chain design in recent years prominent, the specialized talented person demand and the drain, The contradiction between cost and salary makes it difficult for many real estate enterprises, especially private real estate enterprises, to solve the problem of "talent shortage". The basic factor that can directly reflect the incentive and retain talents is the salary. In view of this environment, using empirical quantitative research to analyze the similar problems can be used for reference and enlightenment. This paper takes the practical cases of the local representative private real estate enterprise -S company as the material, through reading the reference literature and the professional treatise, This paper applies and draws lessons from the current situation of empirical samples, the absolute differential constant method between maximum points, the linear regression analysis, and so on, based on the research ideas and research results of the predecessors, this paper applies and draws lessons from the analysis of the current situation of the empirical samples, the absolute differential constant method between the maximum points, and the linear regression analysis. In the process of the study, the compensation system was optimized by using the software "Statistical products and Service Solutions" (SPSS 18.0), the Analytic hierarchy process (AHP) software (AHP6.0), respectively. Based on the research of post evaluation and evaluation weight, the paper constructs a constructive solution to the problems existing in the organizational structure and salary system, which are not suitable for development and nonstandard system. Finally, the optimized functional organizational structure is formed. Around this framework, 30 grades were formed by optimizing the design of salary grades in 50 positions; the regression calibration of post points reached 0.9748 to meet the requirements; 30 salary grades were analyzed by regression analysis of the average market compensation level. The square R2 of correlation coefficient is 0.9447 > 0.9447, so the regression method verifies the salary policy line, and finally forms the salary structure reference table of S Company. The following part of this paper also optimizes the indirect compensation and bonus. The suggestions on the implementation of the optimized salary system, the emphases of the implementation after the optimization and the implementation of the safeguard measures are explained, and the stage research is prospected. What is worth further thinking is that the strategy, cost and human resources should be more closely related to each other, and the mechanism of bringing in talent and cultivating talents internally should not be considered alone. Corporate culture and team building are more competitive in the market than in one-sided, high-paid pay.
【学位授予单位】:云南大学
【学位级别】:硕士
【学位授予年份】:2013
【分类号】:F272.92;F299.233.4
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