發(fā)布時(shí)間：2019-06-29 14:33

【摘要】：EPC是一種先進(jìn)的項(xiàng)目管理模式,是英文Engineering, Procurement, Construction首字母的縮寫(xiě),即設(shè)計(jì)、采購(gòu)、施工為一體的“交鑰匙(Turnkey)"總承包模式。目前EPC管理模式已經(jīng)成為石油、天然氣以及海洋工程建設(shè)項(xiàng)目中的主流模式。在EPC工程項(xiàng)目中的薪酬體系管理涉及多方面因素,也是整個(gè)項(xiàng)目管理中的重要部分。一個(gè)科學(xué)合理、有效可行的薪酬體系直接關(guān)系到項(xiàng)目選人、用人和留人,對(duì)能否高質(zhì)量、平穩(wěn)及時(shí)地完成項(xiàng)目目標(biāo)起到不可忽視的作用,在整個(gè)項(xiàng)目人力資源管理體系中的作用顯得尤為突出和重要。A公司是美國(guó)一家全球領(lǐng)先的EPC合同商,為能源、化工以及政府部門(mén)提供工程設(shè)計(jì)、施工和服務(wù)。本文以A公司在中國(guó)建造的天然氣管道EPC工程項(xiàng)目中薪酬體系現(xiàn)狀為實(shí)例,結(jié)合相關(guān)薪酬體系設(shè)計(jì)理論,找出該EPC工程項(xiàng)目中薪酬體系的薄弱環(huán)節(jié)和存在的問(wèn)題,并對(duì)其進(jìn)行再設(shè)計(jì)。通過(guò)再設(shè)計(jì)的過(guò)程,歸納出在EPC項(xiàng)目中薪酬管理的重點(diǎn),構(gòu)建出具有競(jìng)爭(zhēng)力和公平性的新薪酬體系,以穩(wěn)定項(xiàng)目人力資源,為項(xiàng)目順利完工提供保障,同時(shí)也為其它EPC工程項(xiàng)目的薪酬體系構(gòu)建與優(yōu)化提供參考。 本論文的研究主體是A公司EPC項(xiàng)目薪酬體系的再設(shè)計(jì)過(guò)程。在研究過(guò)程中,首先對(duì)EPC項(xiàng)目特點(diǎn)和薪酬管理特點(diǎn)進(jìn)行了研究,歸納出EPC項(xiàng)目的短期性和臨時(shí)性以及人力資源不穩(wěn)定性的特點(diǎn)。進(jìn)而分析出A公司EPC項(xiàng)目現(xiàn)有薪酬體系存在薪酬水平低、薪酬結(jié)構(gòu)不合理、福利體系不完善的問(wèn)題。然后,有針對(duì)性的對(duì)薪酬體系進(jìn)行再設(shè)計(jì),提出崗位評(píng)價(jià)和績(jī)效考評(píng)系統(tǒng)的應(yīng)用、年度工資調(diào)整制度的建立和獎(jiǎng)金與福利體系的完善與優(yōu)化。最后,通過(guò)新薪酬體系的實(shí)施,使A公司EPC項(xiàng)目中新薪酬體系對(duì)外更具競(jìng)爭(zhēng)性,對(duì)內(nèi)具備公平性,更好發(fā)揮薪酬體系的激勵(lì)性作用,維護(hù)項(xiàng)目人力資源的穩(wěn)定,保證工程項(xiàng)目順利完工。
[Abstract]:EPC is an advanced project management mode, which is the abbreviation of English Engineering, Procurement, Construction initials, that is, "turnkey (Turnkey)" general contracting mode, which integrates design, procurement and construction. At present, EPC management mode has become the mainstream mode in oil, natural gas and marine engineering construction projects. The salary system management in EPC project involves many factors, and it is also an important part of the whole project management. A scientific, reasonable, effective and feasible salary system is directly related to the project selection, employment and retention, and plays an important role in whether the project objectives can be completed smoothly and in time. A company is a leading EPC contractor in the United States, providing engineering design, construction and service to energy, chemical and government departments. Taking the present situation of salary system in natural gas pipeline EPC project built by A Company in China as an example, combined with the relevant salary system design theory, this paper finds out the weak links and existing problems of compensation system in the EPC project, and redesigns it. Through the process of redesign, this paper sums up the key points of compensation management in EPC project, and constructs a new salary system with competitiveness and fairness in order to stabilize the human resources of the project and provide a guarantee for the smooth completion of the project, as well as a reference for the construction and optimization of the compensation system of other EPC projects. The main body of this paper is the redesign process of EPC project compensation system in A company. In the process of research, firstly, the characteristics of EPC project and salary management are studied, and the short-term and temporary characteristics of EPC project and the instability of human resources are summarized. Then it analyzes the problems of low salary level, unreasonable salary structure and imperfect welfare system in the existing salary system of EPC project of A company. Then, the salary system is redesigned, and the application of post evaluation and performance evaluation system, the establishment of annual wage adjustment system and the perfection and optimization of bonus and welfare system are put forward. Finally, through the implementation of the new compensation system, the new compensation system in the EPC project of Company A is more competitive, fair internally, give full play to the incentive role of the compensation system, maintain the stability of the human resources of the project, and ensure the smooth completion of the project.
【學(xué)位授予單位】：大連海事大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F284;F272.92

【參考文獻(xiàn)】

相關(guān)期刊論文 前9條

1 楊新莉;;石油企業(yè)薪酬體系診斷與優(yōu)化研究[J];管理觀察;2013年13期

2 胡德銀;現(xiàn)代EPC工程項(xiàng)目管理講座 第三講:EPC工程總承包項(xiàng)目管理要點(diǎn)[J];化工設(shè)計(jì);2003年03期

3 張明濤;姜波;;海外石油項(xiàng)目人力資源管理[J];合作經(jīng)濟(jì)與科技;2007年08期

4 許進(jìn);徐春芳;;工程項(xiàng)目管理EPC模式淺析[J];科技情報(bào)開(kāi)發(fā)與經(jīng)濟(jì);2008年13期

5 張華慶;中國(guó)石化工程建設(shè)公司在改革中完善薪酬體系[J];中國(guó)勞動(dòng);2005年09期

6 王云;賈志強(qiáng);;現(xiàn)代企業(yè)的薪酬體系設(shè)計(jì)[J];遼寧經(jīng)濟(jì);2007年09期

7 劉一漫;;淺議薪酬管理[J];科技致富向?qū)?2013年27期

8 劉漢濱;;薪酬體系實(shí)施的保障措施[J];商場(chǎng)現(xiàn)代化;2009年05期

9 杜春江;武耀平;;企業(yè)戰(zhàn)略性薪酬管理體系構(gòu)建初探[J];現(xiàn)代經(jīng)濟(jì)信息;2011年11期

，

本文編號(hào)：2507891