【摘要】：隨著全球一體化進(jìn)程的加快,現(xiàn)代企業(yè)之間的競(jìng)爭(zhēng)日益加劇,而企業(yè)的競(jìng)爭(zhēng)歸根結(jié)底是人才的競(jìng)爭(zhēng)。建立和維護(hù)一套與企業(yè)戰(zhàn)略相配套的薪酬體系,在人才招募,人才開(kāi)發(fā),人才保留方面發(fā)揮著極其重要的作用。借助科學(xué)合理的薪酬體系可以有效激勵(lì)員工的工作積極性、挖掘人才的潛能、極大地發(fā)揮員工的創(chuàng)造力,從而推進(jìn)企業(yè)戰(zhàn)略實(shí)現(xiàn),提升企業(yè)的整體競(jìng)爭(zhēng)力。本文研究的是一家外資光電公司-LB公司的薪酬體系改進(jìn)問(wèn)題。該公司成立初期,管理層更關(guān)注企業(yè)的業(yè)務(wù)發(fā)展而忽略了人力資源管理,由于員工人數(shù)較少,即便當(dāng)時(shí)沒(méi)有建立系統(tǒng)有效的薪酬體系,也沒(méi)有對(duì)人力資源工作及企業(yè)的生產(chǎn)運(yùn)營(yíng)產(chǎn)生很大的影響。隨著公司生產(chǎn)規(guī)模擴(kuò)大,員工人數(shù)增多,原有薪酬體系的缺陷逐漸暴露出來(lái),員工對(duì)公司薪酬滿意度不斷降低,薪酬分配方面的問(wèn)題影響了員工工作積極性和企業(yè)工作氛圍,阻礙著公司戰(zhàn)略目標(biāo)的實(shí)現(xiàn)。為了激發(fā)員工的工作熱情,營(yíng)造良性的競(jìng)爭(zhēng)環(huán)境,發(fā)揮薪酬的調(diào)節(jié)和激勵(lì)功能,保證薪酬分配對(duì)內(nèi)的公平性及對(duì)外部人才的吸引力,對(duì)該公司現(xiàn)有薪酬體系的系統(tǒng)改進(jìn)迫在眉睫。本文運(yùn)用經(jīng)濟(jì)學(xué)、管理學(xué)和薪酬管理的相關(guān)理論方法,通過(guò)員工薪酬滿意度調(diào)查、個(gè)人訪談等方式對(duì)LB光電公司現(xiàn)行的薪酬體系進(jìn)行管理診斷,分析解構(gòu)了該公司薪酬管理的問(wèn)題癥結(jié)及其主要成因;再結(jié)合公司的組織戰(zhàn)略,對(duì)公司的基本工作崗位進(jìn)行了工作分析和崗位價(jià)值評(píng)估；最后基于外部薪酬調(diào)查和內(nèi)部公平考量,就薪酬水平定位、基本工資等級(jí)、獎(jiǎng)金和津貼、福利項(xiàng)目的調(diào)整以及新的薪酬體系的實(shí)施與保障等內(nèi)容,對(duì)公司的薪酬體系進(jìn)行了系統(tǒng)設(shè)計(jì)。本文的研究成果可以幫助該公司建立一套與其發(fā)展戰(zhàn)略和現(xiàn)實(shí)情況相切合的薪酬體系,更好地激發(fā)現(xiàn)有員工的工作積極性,為公司的員工隊(duì)伍建設(shè)和專(zhuān)業(yè)人才儲(chǔ)備開(kāi)發(fā)等工作奠定堅(jiān)實(shí)的基礎(chǔ)。
[Abstract]:With the acceleration of globalization, the competition among modern enterprises is increasing day by day, and the competition of enterprises is the competition of talents in the final analysis. The establishment and maintenance of a set of salary system matching with the enterprise strategy plays a very important role in talent recruitment, talent development and talent retention. With the help of scientific and reasonable salary system, the enthusiasm of employees can be effectively stimulated, the potential of talents can be excavated, and the creativity of employees can be greatly brought into play, so as to promote the realization of enterprise strategy and promote the overall competitiveness of enterprises. This paper studies the improvement of compensation system of LB Company, a foreign photoelectric company. In the early days of the company, management paid more attention to the business development of the company than to human resources management, because of the small number of employees, even if there was no effective compensation system in place at the time. Also did not have a great impact on the work of human resources and the production and operation of the enterprise. With the expansion of the company's production scale and the increase in the number of employees, the shortcomings of the original compensation system are gradually exposed, and the employees' satisfaction with the compensation of the company is constantly decreasing, and the problems in salary distribution affect the enthusiasm of the employees and the working atmosphere of the enterprise. Hindering the realization of the company's strategic objectives. In order to stimulate employees' enthusiasm for work, create a healthy competitive environment, give full play to the adjustment and incentive function of salary, ensure the internal fairness of salary distribution and attractiveness to external talents, It is urgent to improve the system of the company's existing compensation system. Based on the relevant theories and methods of economics, management and compensation management, this paper makes a management and diagnosis on the current compensation system of LB Optoelectronics Company by means of employee salary satisfaction survey, personal interview and so on. This paper analyzes and deconstructs the crux and main causes of the compensation management problems in the company. Combined with the company's organizational strategy, the company's basic job analysis and job value evaluation; Finally, on the basis of external salary survey and internal fair consideration, this paper focuses on the positioning of salary level, the basic salary scale, bonus and allowance, the adjustment of welfare items, and the implementation and guarantee of the new compensation system, and so on. Has carried on the system design to the company's salary system. The research results of this paper can help the company to establish a compensation system that is in line with its development strategy and reality, so as to better stimulate the enthusiasm of the existing employees. Lay a solid foundation for the construction of the company's workforce and the development of professional talent reserves.
【學(xué)位授予單位】：東南大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類(lèi)號(hào)】：F272.92;F426.6

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