發(fā)布時(shí)間：2018-05-14 17:31

  本文選題：薪酬體系 + 中層管理人員��； 參考：《蘭州交通大學(xué)》2017年碩士論文

【摘要】：隨著社會(huì)經(jīng)濟(jì)的持續(xù)增長(zhǎng)以及企業(yè)間的競(jìng)爭(zhēng)加劇,如今的經(jīng)濟(jì)形態(tài)迅速跨入知識(shí)經(jīng)濟(jì)時(shí)代。在知識(shí)經(jīng)濟(jì)時(shí)代,人力資源也成為了一種廣泛被認(rèn)同的關(guān)鍵資源,成為了制約企業(yè)發(fā)展的重要因素。一個(gè)企業(yè)要想在激烈的競(jìng)爭(zhēng)中存活下來并獲得長(zhǎng)足的發(fā)展,就必須在人力資源的管理開發(fā)中占得主動(dòng)的優(yōu)勢(shì),而在人力資源的管理開發(fā)中,建立一套科學(xué)、合理又高效的員工薪酬體系是一個(gè)企業(yè)主動(dòng)接受競(jìng)爭(zhēng)并且發(fā)展壯大的有力保障。從企業(yè)的角度來看,一套行之有效的員工薪酬體系,可以激發(fā)員工的內(nèi)在潛力,讓員工生產(chǎn)更多的積極性,為企業(yè)創(chuàng)造更多的價(jià)值。現(xiàn)如今知識(shí)經(jīng)濟(jì)時(shí)代,企業(yè)優(yōu)秀的中層管理人員是一個(gè)企業(yè)人力資源結(jié)構(gòu)中極為關(guān)鍵的一環(huán)。中層管理人員是指負(fù)責(zé)制定具體的計(jì)劃及有關(guān)細(xì)節(jié)和程序,以貫徹執(zhí)行高層管理者作出的決策和計(jì)劃的人員。中層管理人員秉承著一個(gè)企業(yè)戰(zhàn)略的貫徹執(zhí)行、企業(yè)戰(zhàn)術(shù)方案的策劃實(shí)施與基層管理人員溝通等的重要責(zé)任,他們是企業(yè)的中流砥柱。優(yōu)秀的中層管理人員的流失意味著企業(yè)的中間人才出現(xiàn)斷層,這對(duì)一個(gè)企業(yè)的正常生產(chǎn)經(jīng)營(yíng)而言是極為不利的。L公司作為光伏行業(yè)的老兵,有16年之久的歷史,薪酬體系相對(duì)完善,但是面對(duì)激烈的競(jìng)爭(zhēng)環(huán)境以及瞬息萬變的產(chǎn)業(yè)環(huán)境,L公司的中層管理人才時(shí)有流失。面對(duì)公司快速發(fā)展,如何讓人才發(fā)揮最大貢獻(xiàn)顯得尤為重要,激勵(lì)和引進(jìn)企業(yè)中層管理人員成為了L公司當(dāng)下主要的工作。通過中層管理人員薪酬體系的優(yōu)化改進(jìn),設(shè)計(jì)一套科學(xué)合理高效的薪酬體系,能為企業(yè)提供強(qiáng)有力的人力資源保證。本文首先對(duì)L公司中層管理人員的薪酬體系現(xiàn)狀進(jìn)行了深入地研究分析。其次,通過問卷調(diào)查對(duì)L公司中層管理人員薪酬體系滿意度進(jìn)行調(diào)研,發(fā)現(xiàn)公司薪酬體系主要存在薪酬水平無法準(zhǔn)確反映勞動(dòng)力價(jià)值、薪酬缺乏競(jìng)爭(zhēng)力、福利性薪逐漸淡化、激勵(lì)效果差這些問題。最后,面對(duì)這些問題本文制訂了薪酬體系的目標(biāo)、原則與思路,通過工作分析編寫崗位說明書明確各崗位職責(zé),成立了薪酬委員會(huì)對(duì)中層管理者進(jìn)行崗位評(píng)價(jià)方法明確各崗位貢獻(xiàn)值,同時(shí)與外界薪酬調(diào)查結(jié)果做對(duì)比,確定薪酬水平、范圍與結(jié)構(gòu),針對(duì)存在的問題提出了L公司中層管理人員薪酬體系優(yōu)化與設(shè)計(jì)的方案,并對(duì)方案實(shí)施提出了一些保障措施。本文通過問卷調(diào)研找到L公司中層管理人員薪酬體系存在的問題,針對(duì)這些問題,通過科學(xué)的方法設(shè)計(jì)出解決方案和提出實(shí)施措施意見。通過這一設(shè)計(jì)方案可以優(yōu)先解決L公司中層管理人員薪酬體系存在的問題,為公司形成一套中層管理人員薪酬體系。首先,這對(duì)提升中層管理人員的工作積極性,激勵(lì)其在實(shí)現(xiàn)個(gè)人價(jià)值的同時(shí)為企業(yè)創(chuàng)造價(jià)值發(fā)揮了積極作用;其次,本文的研究思路和方法,可以為其他公司或者行業(yè)進(jìn)行薪酬體系優(yōu)化設(shè)計(jì)提供一種可以借鑒的思路和方法。
[Abstract]:With the continuous growth of the social economy and the intensification of competition among enterprises, the economic form is rapidly entering the era of knowledge economy. In the era of knowledge economy, human resources have become a widely recognized key resource, which has become an important factor restricting the development of enterprises. A enterprise wants to survive and get in the fierce competition. With great development, we must take the initiative in the management and development of human resources. In the management and development of human resources, the establishment of a set of scientific, reasonable and efficient salary system is a powerful guarantee for an enterprise to take the initiative to accept competition and grow stronger. From the perspective of enterprise, a set of effective employees' salary is given. The remuneration system can stimulate the intrinsic potential of the staff, let the employees produce more enthusiasm and create more value for the enterprise. Now, in the knowledge-based economy era, the excellent middle managers of enterprises are the key link in the human resource structure of an enterprise. Middle managers are responsible for formulating specific plans and related details. In order to carry out the personnel of the decision and plan made by the senior managers. The middle-level managers are responsible for the implementation of an enterprise strategy, the planning and implementation of the enterprise tactical plan and the communication of the grass-roots managers. They are the mainstay of the enterprise. The loss of the excellent middle managers means the middle of the enterprise. There is a fault between talents, which is extremely unfavorable to the normal production and management of an enterprise,.L company, as a veteran of the photovoltaic industry, has a history of 16 years, the salary system is relatively perfect, but facing the fierce competition environment and the rapidly changing industrial environment, the middle management talent of L company is lost. Facing the rapid development of the company It is particularly important for the talents to make the greatest contribution to play the most important role. Encouraging and introducing the middle managers of enterprises has become the main work of L company. Through the optimization and improvement of the salary system of the middle-level managers, a set of scientific and efficient salary system can be designed to provide a strong human resource guarantee for the enterprise. First of all, this article is on the L public. The salary system of the middle managers is deeply studied and analyzed. Secondly, through a survey of the satisfaction of the middle-level managers' salary system of L company, it is found that the salary level of the company's salary system can not accurately reflect the labor value, the salary is not competitive, the welfare pay gradually desalination and the incentive effect. At last, in the face of these problems, we have formulated the goal of the salary system, the principle and the thinking, the writing of the job description through the work analysis to clarify the responsibilities of each post, set up the salary committee to make the post evaluation method of the middle level manager clear the contribution value of each post, and make a comparison with the results of the outside salary survey. The salary level, the scope and the structure, in view of the existing problems, put forward the scheme for the optimization and design of the salary system of the middle-level managers in L company, and put forward some safeguard measures for the implementation of the scheme. This paper finds out the problems in the salary system of the middle level managers in L company through a questionnaire survey, and designs the scientific methods for these problems. The solution and the suggestion of implementation measures. Through this design, we can give priority to the problems existing in the middle managers' salary system in L company and form a set of middle managers' salary system for the company. First, it will promote the work enthusiasm of the middle managers and encourage them to create the individual value and create the business for the enterprise. Value has played a positive role. Secondly, the research ideas and methods of this paper can provide a kind of ideas and methods for the optimization design of the salary system for other companies or industries.

【學(xué)位授予單位】：蘭州交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F426.61

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