本文選題：人力資源　切入點：薪酬　出處：《天津大學(xué)》2012年碩士論文　論文類型：學(xué)位論文

【摘要】：當今，隨著世界經(jīng)濟的快速發(fā)展，知識經(jīng)濟已經(jīng)到來，企業(yè)間的競爭亦越來越激烈。在市場經(jīng)濟條件下，企業(yè)間的競爭關(guān)注點已逐步從資源競爭、技術(shù)競爭、渠道競爭轉(zhuǎn)向人才的競爭，，人力資源逐漸替代資本投入、機械設(shè)備投入等傳統(tǒng)手段，成為企業(yè)保持競爭優(yōu)勢的關(guān)鍵因素。如何有效的吸引、激勵、發(fā)展和留住人才，已成為企業(yè)保持核心競爭力的源泉和關(guān)鍵。薪酬管理由于其自身的特殊性，日益在企業(yè)人力資源管理中占據(jù)核心地位，如何通過設(shè)計、維系及調(diào)整員工薪酬體系，對于企業(yè)吸引和留住人才以及充分發(fā)揮組織中現(xiàn)有人才的潛力尤為重要，已成為現(xiàn)代企業(yè)興衰成敗的關(guān)鍵。 本文以天津臨港港務(wù)集團公司為對象進行薪酬體系再設(shè)計研究，通過對企業(yè)薪酬發(fā)展歷程、功能及通行的薪酬體系等闡述，提出薪酬體系再設(shè)計的理論基礎(chǔ)，并力求通過對臨港港務(wù)集團員工薪酬管理的現(xiàn)狀及存在的主要問題系統(tǒng)研究，靈活運用相關(guān)薪酬理論知識、技術(shù)和方法，設(shè)計出一套系統(tǒng)、有效的適合公司發(fā)展的薪酬體系。 新的薪酬體系設(shè)計針對臨港港務(wù)集團現(xiàn)行薪酬管理中存在的問題，在遵照薪酬體系在設(shè)計的原則，通過對公司現(xiàn)有崗位詳細分析和評估的基礎(chǔ)上，參照外部薪酬水平，依據(jù)現(xiàn)代薪酬管理理論，選擇與之相適應(yīng)的薪酬水平策略和薪酬結(jié)構(gòu)，并以職位薪酬體系作為基本體系，對集團公司的基本薪酬、績效薪酬和福利薪酬進行重新構(gòu)建，形成新的薪酬方案，同時對新薪酬體系及設(shè)計過程等進行總結(jié)和評價，論述成功之處，同時也提出其中不足，以備進一步的研究和改善。這樣將所學(xué)理論與企業(yè)管理實踐有機結(jié)合，希望能對我國企業(yè)薪酬設(shè)計提供借鑒和參考。
[Abstract]:Nowadays, with the rapid development of the world economy, the knowledge economy has arrived and the competition among enterprises has become more and more intense. Under the condition of market economy, the focus of competition among enterprises has gradually changed from the competition of resources and the competition of technology. The channel competition turns to the talent competition, the human resource gradually replaces the capital investment, the mechanical equipment input and so on traditional means, becomes the enterprise maintains the competitive advantage the key factor. How to attract, encourage, develop and retain the talented person effectively, Because of its particularity, salary management is increasingly playing a key role in the management of human resources. How to maintain and adjust the compensation system of employees through the design, maintenance and adjustment, has become the source and key for enterprises to maintain their core competitiveness. It is particularly important for enterprises to attract and retain talents and give full play to the potential of existing talents in the organization, which has become the key to the success or failure of modern enterprises. This article takes Tianjin Port Port Group Company as the object to carry on the compensation system redesign research, through to the enterprise salary development course, the function and the general salary system and so on elaboration, proposed the compensation system redesign theory foundation, Through the systematic research on the status quo and the main problems of the compensation management of the port port group employees, the author designs a set of effective compensation system suitable for the development of the company by using the relevant compensation theory knowledge, technology and methods flexibly. The design of the new compensation system aims at the problems existing in the current salary management of the port port group. In accordance with the principle of the compensation system in the design and on the basis of detailed analysis and evaluation of the existing positions of the company, the new compensation system refers to the external compensation level. According to the modern salary management theory, we choose the corresponding salary level strategy and salary structure, and take the position compensation system as the basic system to reconstruct the basic salary, performance compensation and welfare compensation of the group company. Form a new salary scheme, summarize and evaluate the new compensation system and design process, discuss the success, and put forward some shortcomings, In case of further research and improvement, this paper organically combines the theory with the practice of enterprise management, hoping to provide reference and reference for the enterprise salary design of our country.
【學(xué)位授予單位】：天津大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：F272.92;F562.6

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本文編號：1645270