本文選題：薪酬 + 薪酬體系�。� 參考：《北京交通大學(xué)》2017年碩士論文

【摘要】：薪酬一個(gè)傳統(tǒng)而重要的話題,對(duì)于企業(yè)來說是激勵(lì)員工行為的有力工具之一。在薪酬激勵(lì)實(shí)踐方面,西方發(fā)達(dá)國(guó)家已經(jīng)積累了非常成熟和豐富的理論基礎(chǔ),而我國(guó)企業(yè)在薪酬管理方面還是不足的。中國(guó)的經(jīng)濟(jì)經(jīng)過30年的高速發(fā)展,現(xiàn)在已經(jīng)成為了全球第二大經(jīng)濟(jì)實(shí)體。在過去的30年中,我國(guó)走完了資本主義國(guó)家?guī)装倌甑墓I(yè)化之路,同時(shí)也誕生了非常多優(yōu)秀的企業(yè),其中很多企業(yè)還實(shí)現(xiàn)了全球化,比如華為、聯(lián)想、阿里巴巴等等。這些優(yōu)秀的企業(yè)在過去的十年中基本實(shí)現(xiàn)了較為科學(xué)的薪酬管理體系的搭建,并能有效的支撐企業(yè)人才戰(zhàn)略的發(fā)展。但這只是少數(shù)標(biāo)桿的企業(yè),也就是說科學(xué)薪酬體系的搭建在我國(guó)的企業(yè)中的并不普遍。一個(gè)設(shè)計(jì)良好的薪酬體系有利于增強(qiáng)企業(yè)的凝聚力,有利于企業(yè)的戰(zhàn)略落地,有利于提升企業(yè)外部競(jìng)爭(zhēng)力和內(nèi)部公平性,有利于增強(qiáng)企業(yè)對(duì)人力成本的控制力度。LC公司是一家國(guó)有IT企業(yè),人員規(guī)模將近兩萬人。雖然企業(yè)規(guī)模已經(jīng)比較大了,但薪酬管理體系卻是缺失的,企業(yè)對(duì)員工的定薪和調(diào)薪?jīng)]有相對(duì)規(guī)范的標(biāo)準(zhǔn),缺少科學(xué)的工具和方法。因此造成的員工離職率不斷攀升,尤其是核心崗位上的關(guān)鍵人才流失已經(jīng)成為公司發(fā)展的掣肘。本文將對(duì)人力資源管理中較為核心的薪酬體系建設(shè)做出實(shí)際的分析,并對(duì)LC公司的薪酬體系進(jìn)行再設(shè)計(jì),達(dá)到以崗定級(jí)、以市場(chǎng)定位、以能力定薪、以績(jī)效付薪的目的。最終提升公司薪酬的外部競(jìng)爭(zhēng)性和內(nèi)部公平性,提高核心員工的工作滿意度和敬業(yè)度,為公司的實(shí)現(xiàn)發(fā)展戰(zhàn)略提供保障。
[Abstract]:Compensation, a traditional and important topic, is one of the powerful tools to motivate employees. In the practice of salary incentive, the western developed countries have accumulated a very mature and rich theoretical basis, but our enterprises are still inadequate in the aspect of salary management. After 30 years of rapid economic development, China has become the second largest economic entity in the world. In the past 30 years, China has completed the industrialization of capitalist countries for hundreds of years. At the same time, it has also given birth to many excellent enterprises, many of which have also realized globalization, such as Huawei, Lenovo, Alibaba and so on. These excellent enterprises have basically realized the establishment of more scientific salary management system in the past ten years, and can effectively support the development of enterprise talent strategy. But this is only a few benchmarking enterprises, that is to say, the construction of scientific compensation system is not common in Chinese enterprises. A well-designed compensation system is conducive to enhancing the cohesion of the enterprise, to the strategic landing of the enterprise, to enhancing the external competitiveness and internal fairness of the enterprise. LC is a state-owned IT company with nearly 20, 000 employees. Although the scale of the enterprise is already large, the salary management system is lacking. There is no relative standard of fixed salary and adjustment of salary for employees, and lack of scientific tools and methods. As a result, the rate of employee turnover has been rising, especially the loss of key talents in core positions has become a constraint on the development of the company. This article will make the actual analysis to the human resources management more core salary system construction, and carries on the redesign to the LC company's salary system, achieves the goal of grading by the post, according to the market position, fixing the salary by the ability, paying the salary according to the performance. Finally, it can enhance the external competition and internal fairness of the company's compensation, improve the job satisfaction and engagement of the core staff, and provide the guarantee for the realization of the development strategy of the company.
【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F49

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