本文選題：薪酬管理　切入點(diǎn)：全面薪酬　出處：《長(zhǎng)沙理工大學(xué)》2013年碩士論文

【摘要】：我國(guó)的民營(yíng)企業(yè)是最具活力的經(jīng)濟(jì)組織，它正以快速的發(fā)展成為中國(guó)經(jīng)濟(jì)的最重要組成部分。但是，隨著市場(chǎng)化經(jīng)濟(jì)改革的深入推進(jìn)，在面對(duì)日漸激烈的市場(chǎng)競(jìng)爭(zhēng)中，諸如決策盲目、管理水平低下、人才機(jī)制不靈活等民營(yíng)企業(yè)普遍的弊端逐漸顯現(xiàn)，并成為制約其發(fā)展的瓶頸，使得作為企業(yè)關(guān)鍵生產(chǎn)要素的人力資源向生產(chǎn)力進(jìn)行轉(zhuǎn)化的效率變得不高，從而造成企業(yè)內(nèi)生動(dòng)力不足。 行之有效的薪酬體系，對(duì)人力資源效能最好的激發(fā)，基于此，本文通過(guò)對(duì)寧波媽咪寶嬰童用品制造有限公司的現(xiàn)在的組織結(jié)構(gòu)、現(xiàn)有的人力資源狀況、現(xiàn)行的薪酬制度進(jìn)行分析，結(jié)合行業(yè)分析及員工滿意度的調(diào)查，總結(jié)出該公司現(xiàn)行薪酬體系存在的問(wèn)題主要有：薪酬體系設(shè)計(jì)缺乏系統(tǒng)性、戰(zhàn)略性思維及科學(xué)方法，薪酬結(jié)構(gòu)缺乏合理有效的設(shè)置，缺乏行之有效的內(nèi)在薪酬的獲取、分析和支付渠道，薪酬體系保健因素過(guò)強(qiáng)、激勵(lì)因素不足，員工的職業(yè)生涯規(guī)劃和發(fā)展與企業(yè)的薪酬體系不匹配，不具備與組織共同成長(zhǎng)的協(xié)同性等。 針對(duì)以上問(wèn)題，，綜合國(guó)內(nèi)外理論研究成果及管理實(shí)踐經(jīng)驗(yàn)，結(jié)合行業(yè)狀況及企業(yè)員工的實(shí)際需求，對(duì)寧波媽咪寶嬰童用品制造有限公司的薪酬體系和策略進(jìn)行了系統(tǒng)性的優(yōu)化設(shè)計(jì)。從指導(dǎo)思想、設(shè)計(jì)目標(biāo)、薪酬類別設(shè)計(jì)、薪酬項(xiàng)目?jī)?nèi)容確定、發(fā)放標(biāo)準(zhǔn)核定、彈性福利制度設(shè)定及完善績(jī)效管理等方面進(jìn)行了薪酬的規(guī)劃設(shè)計(jì)。在解決企業(yè)實(shí)際矛盾的同時(shí)，對(duì)國(guó)內(nèi)民營(yíng)企業(yè)尤其是中小型民營(yíng)企業(yè)人力資源戰(zhàn)略的制定、完善薪酬體系和吸引人才、留住人才、培養(yǎng)人才、發(fā)揮人才作用以提高企業(yè)經(jīng)濟(jì)效益和長(zhǎng)期競(jìng)爭(zhēng)優(yōu)勢(shì)具有一定的現(xiàn)實(shí)參考意義。
[Abstract]:China's private enterprises are the most dynamic economic organizations, it is becoming the most important part of Chinese economy with rapid development.However, with the deepening of market-oriented economic reform, in the face of increasingly fierce market competition, such as blind decision-making, low level of management, inflexible talent mechanism and other common shortcomings of private enterprises gradually appear.It also becomes the bottleneck restricting its development, which makes the efficiency of human resources, which is the key factor of enterprise production, to transform into productivity is not high, resulting in the lack of endogenous power of enterprises.The effective salary system is the best incentive to the efficiency of human resources. Based on this, this paper analyzes the present organizational structure of Ningbo Mummy Bao Baby products Manufacturing Co., Ltd., and the existing human resource situation.The current compensation system is analyzed, combined with industry analysis and employee satisfaction survey, the main problems of the company's current compensation system are summarized: the lack of systematic compensation system design, strategic thinking and scientific methods,The salary structure is lack of reasonable and effective setting, lack of effective internal salary acquisition, analysis and payment channels, too strong health factors of salary system, insufficient incentive factors, etc.The employee's career planning and development do not match with the salary system of the enterprise, and they do not have the synergetic growth with the organization.In view of the above problems, synthesizing the domestic and foreign theoretical research results and management practice experience, combined with the industry situation and the actual needs of employees,The compensation system and strategy of Ningbo Mummy Bao Baby products Manufacturing Co., Ltd are systematically optimized.From the aspects of guiding ideology, design goal, salary category design, salary item content determination, issue standard checking, flexible welfare system setting and perfecting performance management, etc., this paper has carried on the salary planning design and so on.At the same time of solving the actual contradiction of enterprises, we should formulate the human resource strategy of domestic private enterprises, especially small and medium-sized private enterprises, perfect the salary system and attract talents, retain talents, train talents.Giving full play to the role of talents in order to improve the economic benefits and long-term competitive advantages of enterprises has a certain practical reference significance.
【學(xué)位授予單位】：長(zhǎng)沙理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272.92;F426.8

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