發(fā)布時(shí)間：2018-03-14 14:26

  本文選題：薪酬管理　切入點(diǎn)：分析　出處：《寧波大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：在現(xiàn)代管理學(xué)告訴我們，企業(yè)間競爭的實(shí)質(zhì)是人力資本的競爭，如果企業(yè)能夠?qū)嵭锌茖W(xué)、高效的薪酬管理制度，就能在人力資本競爭中獲得更多的優(yōu)勢。薪酬管理既能給企業(yè)帶來積極影響，也可能給企業(yè)帶來管理危機(jī)。如果能夠有效利用，就能幫助企業(yè)獲得并留下更多的人才，對人才的潛力進(jìn)行充分利用，但如果不能適當(dāng)利用，就可能對企業(yè)產(chǎn)生消極影響，甚至對企業(yè)的發(fā)展帶來災(zāi)難。 隨著市場經(jīng)濟(jì)的大繁榮，傳統(tǒng)供水企業(yè)也正在逐漸融入市場競爭的大潮，經(jīng)歷著轉(zhuǎn)制和變革。該類企業(yè)開始像其他企業(yè)一樣關(guān)注薪酬管理對企業(yè)發(fā)展的重要意義。他們認(rèn)識到原有缺乏競爭、激勵和公平的薪酬管理模式已經(jīng)不適應(yīng)市場發(fā)展的需要，如何建立高效的、科學(xué)的、系統(tǒng)的薪酬管理體系迫在眉睫。 本文力求從薪酬管理理論介紹入手，關(guān)注企業(yè)所處行業(yè)的特殊性，通過對寧波市自來水總公司在薪酬管理方面的現(xiàn)狀進(jìn)行分析，著重找出該公司目前在薪酬管理中存在薪酬結(jié)構(gòu)不合理、崗位工資無法體現(xiàn)員工差異、薪酬分配方式單一、員工晉升通道狹窄、體制內(nèi)外不同身份員工的同崗不同酬、薪酬管理不透明等問題，，并根據(jù)存在的問題制定相應(yīng)的解決對策，提出了構(gòu)建基于寬帶薪酬的，全面整體的薪酬管理制度。具體來說就是以寬帶薪酬為基礎(chǔ)建立一崗多級的薪酬管理體系，同時(shí)調(diào)整制定符合中高層管理人員和專業(yè)技術(shù)類人員需求的薪酬管理模式，對中層以上管理干部實(shí)行基于企業(yè)業(yè)績的年薪制管理，對專業(yè)技術(shù)人員則致力于職業(yè)道路的拓寬，并通過不斷豐富績效薪酬和福利薪酬的實(shí)現(xiàn)形式、落實(shí)其他有助薪酬管理實(shí)施的相關(guān)措施來不斷完善薪酬制度的改革，以期為其他供水企業(yè)的薪酬改革提供一些有益的參考和借鑒。
[Abstract]:In modern management, we are told that the essence of competition among enterprises is the competition of human capital. If enterprises can implement a scientific and efficient salary management system, Salary management can not only bring positive influence to enterprises, but also bring management crisis to enterprises. If it can be used effectively, it can help enterprises to acquire and retain more talents. The potential of talents can be fully utilized, but if it is not properly utilized, it may have a negative impact on the enterprise and even bring disaster to the development of the enterprise. With the prosperity of the market economy, traditional water supply enterprises are gradually entering the tide of market competition. These enterprises begin to pay attention to the importance of salary management to the development of enterprises as other enterprises do. They realize that the original compensation management model, which is lack of competition, incentive and fair, has been unable to meet the needs of the development of the market. How to establish an efficient, scientific and systematic salary management system is urgent. This paper tries to start with the introduction of salary management theory, pays close attention to the particularity of the industry in which the enterprise is located, and analyzes the present situation of compensation management in Ningbo Water supply Corporation. It is emphasized to find out that the compensation structure is unreasonable in the compensation management of the company at present, the post salary can not reflect the employee difference, the salary distribution method is single, the staff promotion channel is narrow, the same post and different pay of the staff with different status inside and outside the system, Pay management is not transparent, and according to the existing problems to formulate the corresponding solutions, proposed based on broadband compensation, A comprehensive and integral salary management system. Specifically, it is to establish a multi-level salary management system based on broad-band compensation, and to adjust and formulate a compensation management model that meets the needs of middle and senior management personnel and professional and technical personnel. The annual salary system based on the enterprise performance is applied to the management cadres at the middle level and above, while the professional and technical personnel are devoted to the widening of their career paths, and through the continuous enrichment of the forms of performance compensation and welfare compensation, To carry out other relevant measures to help the implementation of salary management to constantly improve the reform of the compensation system, in order to provide some useful reference and reference for other water supply enterprises.
【學(xué)位授予單位】：寧波大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272.92;F299.24

【參考文獻(xiàn)】

相關(guān)期刊論文 前8條

1 汪慧玲;金晉哲;;企業(yè)薪酬制度發(fā)展新方向—綠色薪酬制度[J];科技管理研究;2006年12期

2 程嘉誠;薪酬管理的發(fā)展趨勢及啟示[J];煤炭企業(yè)管理;2004年06期

3 薛琴;;全面薪酬理論及其對企業(yè)員工激勵的啟示[J];企業(yè)經(jīng)濟(jì);2007年08期

4 廖衛(wèi)紅;劉曉林;;人本主義薪酬制度建設(shè)中的崗位評價(jià)探討[J];企業(yè)家天地;2008年01期

5 張哲;;一崗多薪設(shè)計(jì)技術(shù)及激勵機(jī)制分析[J];中國科技信息;2008年06期

6 陽浙江;;創(chuàng)新型人才激勵機(jī)制初探[J];人才資源開發(fā);2008年03期

7 戴軍;美國人力資源管理模式的啟示[J];中國人力資源開發(fā);2004年02期

8 周濤;;傳統(tǒng)薪酬戰(zhàn)略與全面薪酬戰(zhàn)略比較[J];中山大學(xué)學(xué)報(bào)論叢;2005年06期

本文編號：1611609