【摘要】：全球經(jīng)濟(jì)一體化進(jìn)程加快使得市場(chǎng)競(jìng)爭(zhēng)日趨激烈,新技術(shù)、新產(chǎn)品不斷應(yīng)運(yùn)而生,傳統(tǒng)制造業(yè)產(chǎn)品單一、集約式的發(fā)展模式、缺乏自主創(chuàng)新能力等都極易被市場(chǎng)淘汰,急需轉(zhuǎn)型升級(jí)。企業(yè)的戰(zhàn)略轉(zhuǎn)型也需要組織結(jié)構(gòu)、人力資源管理等相應(yīng)管理機(jī)制也隨之改變,因而合理、科學(xué)地構(gòu)建、應(yīng)用和動(dòng)態(tài)管理企業(yè)的薪酬體系,成為企業(yè)維護(hù)人才管理、實(shí)現(xiàn)戰(zhàn)略目標(biāo)的重要手段。本研究通過(guò)對(duì)現(xiàn)代薪酬內(nèi)涵和管理體系的相關(guān)理論、模式等深入研讀和分析,對(duì)A公司人力資源現(xiàn)況、薪酬體系現(xiàn)狀和員工滿意度調(diào)查進(jìn)行剖析,歸納總結(jié)了A公司薪酬體系存在的問(wèn)題,包括薪酬結(jié)構(gòu)未真正體現(xiàn)崗位價(jià)值、薪酬分配的公平性方面有所欠缺、薪酬維度的設(shè)置上平衡性不足以及薪酬增長(zhǎng)機(jī)制單一、未充分發(fā)揮薪酬體系的激勵(lì)作用,并對(duì)影響A公司薪酬體系的內(nèi)外部因素進(jìn)行了詳細(xì)剖析,深入分析了公司崗位評(píng)估機(jī)制、薪酬結(jié)構(gòu)設(shè)計(jì)和績(jī)效考核機(jī)制對(duì)薪酬體系發(fā)揮激勵(lì)作用的影響�；诂F(xiàn)況分析,本研究運(yùn)用了要素計(jì)點(diǎn)法開展崗位價(jià)值評(píng)估,對(duì)公司內(nèi)部所有崗位進(jìn)行梳理,撰寫崗位說(shuō)明書,并對(duì)崗位進(jìn)行價(jià)值評(píng)估,計(jì)算薪點(diǎn)以確定薪酬等級(jí),為薪酬體系優(yōu)化設(shè)計(jì)提供數(shù)據(jù)基礎(chǔ)。在此基礎(chǔ)上,重新優(yōu)化設(shè)計(jì)了新的薪酬模式、績(jī)效考核制度,并對(duì)薪酬維度的權(quán)重有所側(cè)重,明晰了員工的職業(yè)發(fā)展途徑。最后還研究了實(shí)施薪酬體系優(yōu)化過(guò)程中遇到的阻力和現(xiàn)實(shí)困難,為了減少阻力,推動(dòng)改革,采取了一系列保障措施,如成立改革小組,定期公示改革通報(bào);建立溝通機(jī)制,擴(kuò)大宣傳影響;完善績(jī)效考評(píng)機(jī)制,強(qiáng)調(diào)激勵(lì)功能;優(yōu)化薪酬預(yù)算管理,及時(shí)兌現(xiàn)工資等。
[Abstract]:The accelerated process of global economic integration makes the market competition increasingly fierce, new technology and new products emerge as the times require, the traditional manufacturing products are single, intensive development model, lack of independent innovation ability and so on are easy to be eliminated by the market. Urgent need for transformation and upgrading. The strategic transformation of the enterprise also needs the organization structure, the corresponding management mechanism such as the human resources management also changes with it, therefore the reasonable, scientific construction, the application and the dynamic management enterprise's salary system, becomes the enterprise maintains the talented person management, An important means of achieving strategic objectives. This study analyzes the current situation of human resources, compensation system and employee satisfaction of Company A through in-depth study and analysis of relevant theories and models of modern salary connotation and management system. The problems of compensation system in company A are summarized, including that the compensation structure does not truly reflect the post value, the fairness of salary distribution is deficient, the compensation dimension is not balanced and the compensation growth mechanism is single. Not giving full play to the incentive role of the compensation system, and the internal and external factors that affect the compensation system of A company are analyzed in detail, and the post evaluation mechanism of the company is deeply analyzed. The influence of salary structure design and performance appraisal mechanism on the incentive effect of salary system. Based on the analysis of the situation, this study uses the method of factor counting to evaluate the position value, combs all the positions in the company, writes the job description, evaluates the position value, calculates the salary point to determine the salary grade. Provides the data basis for the salary system optimization design. On this basis, the new compensation model, performance appraisal system is redesigned, and the weight of compensation dimension is emphasized, and the career development path of employees is clarified. In order to reduce the resistance and promote the reform, a series of safeguard measures have been taken, such as setting up a reform group, publicizing the reform notice regularly, establishing a communication mechanism. Expand the publicity influence, perfect the performance appraisal mechanism, emphasize the incentive function, optimize the salary budget management, realize the salary in time, etc.
【學(xué)位授予單位】：哈爾濱理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F426.4

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