W公司薪酬体系设计研究

W 公司薪酬体系设计研究Comment 微微微微1: 删除Comment 微微微微2: 员工Comment 微微微微3: 员工生产积极性Comment 微微微微4: 体系Comment 微微微微5: 基本脉络Comment 微微微微6: Comment 微微微微7: 分析Comment 微微微微8: 等因素I摘 要薪酬是企业人力资源管理和劳动力市场的核心问题之一。薪酬涉及到劳动者、企业、社会和政府等诸多方面。对于企业来说，科学有效的薪酬体系不但能够有效的激发所辖员工工作的积极性和主动性，促进员工更努力的工作，提高企业的工作效率，最终提高企业竞争能力，而且能够在激烈的竞争环境下吸引和保留住人才，实现企业的人才发展战略。近年来，电子产业得到迅猛的发展，随之而来的是 IT培训行业的方兴未艾。W公司是南京市一家拥有上百人的中小型 IT培训企业，在近些年 中企业发展迅速，但是企业内部人才对薪酬制度的不满造成了大量的人才流失，同时企业内部人员对薪酬满意程度较低，严重影响了 W公司的效益。针对这一现状，W公司决定设计和建立一套科学合理的，符合 W公司具体情况的薪酬体系。这种尝试不但对 W公司来说具有现实意义，对同样处于发展中的我国其他企业也具有非常重要的借鉴和理论意义。本文的第一部分从研究背景出发，首先介绍了薪酬体系在现代企业中的重要意义，并对具有典型特点的 W公司的薪酬概括 进行了简介，同时对国内外薪酬体系的发展过程和对薪酬体系研究的情况进行了阐述。第二章主要从薪酬结构比例和岗位工资体系两个方面介绍了 W公司薪酬体系的现状。设计了一套针对 W公司的薪酬满意度调查问卷，发现 W公司大多数员工对现行薪酬体系并不满意，认为现行薪酬制度存在诸多不公平的元素。同时，本研究调查了 W公司员工对薪酬体系中不同因素的关注程度，以此作为建立 W公司新的薪酬体系的依据。在对 W公司薪酬体系进行分析后，认为 W公司的薪酬体系主要存在以下四个方面的缺陷：（1）未从战略高度建立薪酬体系；（2）薪酬结构不合理；（3）薪酬体系缺乏激励机制；（4）薪酬体系缺乏内部支撑。并深入挖掘了造成这些问题的原因，认为 W公司之所以出现这些问题主要是因为企业历史原因、战略认识出现偏差、企业组织结构不够完备造成的。本文的第三章对薪酬体系的相关理论进行了阐述。首先确定了薪酬的概念并从员工角度和企业角度介绍了薪酬体系的功能。其次介绍了薪酬体系的设计Comment 微微微微9: 删除Comment 微微微微10: 结构上作一些调整II原理，包括岗位划分原理、绩效划分原理、能力划分原理和技能划分原理。最后分析了影响薪酬水平的因素。包括企业内部因素、企业外部因素和员工个人因素。第四章对 W公司薪酬体系进行了构建。首先确定了构建 W公司薪酬体系的原则，认为在构建 W公司薪酬体系的时候要注意从薪酬体系结构入手，建立以基本工资、效益工资和岗位工资为主体的薪酬主要结构。明确建立薪酬体系的目的，认为建立 W公司薪酬体系是为了规范 W公司的薪酬体系管理制度、将 W公司的薪酬体系与发展战略紧密结合、强调薪酬体系的外部性质。并从公正性、激励性、成本合理性、发展战略性这四方面强调了构建 W公司薪酬体系的原则。最后以岗位划分为基准建立了 W公司的薪酬体系。本文的最后从转换模式到转换的保障措施两个方面介绍了 W公司新旧薪酬体系的转换，并介绍了 W公司薪酬体系取得的效果。认为 W公司薪酬体系的建立增强了 W公司内部凝聚力，体现 W公司薪酬体系的公平性，激发工作热情、体现企业发展战略，提高了 W公司的管理水平。关键词：薪酬体系；优化设计；薪酬管理IIIAbstractCompensation is one of the core issues of enterprise human resource management and labor market. The compensation involves many aspects of workers, enterprises, society and government. To the enterprise, the enthusiasm and initiative of scientific and effective compensation system not only can stimulate its employees to work effectively, promotes the staff to work harder, improve the efficiency of enterprises, and ultimately improve the competitiveness of enterprises, but also can attract and retain talent in the fierce competitive environment, the realization of enterprise talent development strategy.In recent years, the electronic industry have a rapid development, the attendant is be just unfolding IT training industry. W company is a Nanjing with hundreds of small and medium enterprises in the development of IT training, enterprise quickly in recent years, but the internal talent dissatisfaction with salary system has caused a lot of talent loss, while the internal staff on pay satisfaction degree is low, serious impact on the W companys benefit. In view of this situation, W company decided to design and establish a scientific and reasonable, accord with W specific companies pay system. This attempt not only has practical significance to W company, the same in the development of other enterprises in China also has very important reference and theoretical significance.In the first part, starting from the research background, firstly introduces the significance of salary system in modern enterprises, and the typical features of W companys compensation sum are introduced, and the development process of domestic and international compensation system and the compensation system of the research were described.The second chapter mainly from the two aspects of the salary structure and salary system and introduces the present situation of the compensation system of W company. Design a set of W companys compensation satisfaction questionnaire, found that W company most employees are not satisfied with the current salary IVsystem, think that the current salary system exists many unfair elements. At the same time, this study investigated the W staff pay attention to the different factors of salary system, so as to establish a new compensation system of W company on the basis of. In carries on the analysis to the compensation system of W company, W company compensation system the main defects in the following four aspects: (1) not from a strategic height to establish compensation system; (2) the salary structure unreasonable salary system; (3) the lack of incentive mechanism; (4) the lack of salary system internal support. Delving into the causes of these problems, that the W company is the emergence of these problems mainly because of historical reasons, the enterprise strategic understanding deviation, the organizational structure of enterprises is not perfect cause.This paper expounds the third chapter related theory of salary system. First determine the compensation concept and from employees and business point of view the salary system function. Secondly, the design principle of the compensation system, including job division theory, division theory, performance ability division theory and skills division principle. Finally, analyzed the factors that influence the compensation level. Include internal factors, external factors and personal factors.The fourth chapter is the construction of the salary system of W company. First determine the compensation system of W company principle, that when constructing the salary system of W company should pay attention to start from the salary structure, establish compensation structure to wage base salary, benefit salary and position as the main body. Clearly establish compensation system, establish the compensation system of W company is in order to standardize the salary system of W company management system, the salary system and the development strategy of W company combining external nature, emphasizes the compensation system. And the fairness, incentive, reasonable cost, develop the strategic aspects of these four stresses that the construction of the principle of compensation system in W company. The post is divided to establish W companys compensation system for reference.Finally, from the conversion mode to the two aspects of security measures conversion introduces transition to the new compensation system of W Corporation, Vand describes the effect of compensation system in W company. That the establishment of the compensation system of W company to enhance the W internal cohesion, the fairness of the compensation system in W company, stimulate the work enthusiasm, manifests the enterprise development strategy, improve the management level of W company.Keywords: Salary System; Optimization Design; Compesation Management目 录摘 要 .IAbstract.III1 引言 .11.1 研究背景及意义 .11.1.1 研究背景 .11.1.2 研究意义 .21.2 国内外薪酬体系发展及研究概况 .21.2.1 国外薪酬体系发展及研究情况 .21.2.2 国内薪酬体系发展及研究情况 .31.3 研究框架及研究方法 .41.3.1 研究框架 .51.3.2 研究方法 .52 W 公司薪酬体系现状及存在问题原因分析 .52.1 W 公司介绍 .52.1.1 W 公司组织架构 .62.2 W 公司薪酬体系现状 .62.2.1 W 公司薪酬体系现状描述 .62.2.2 W 公司薪酬结构比例 .72.2.3 岗位工资体系 .82.3 W 公司薪酬满意度调查 .82.3.1 调查问卷设计 .92.3.2 调查结果分析 .92.4 W 公司薪酬体系存在的问题 .142.4.1 未从战略高度建立薪酬体系 .142.4.2 薪酬结构不合理 .152.4.3 薪酬体系缺乏激励机制 .162.4.4 缺乏薪酬体系的内部支撑 .162.5 W 公司薪酬体系存在问题的原因分析 .172.5.1 企业历史原因 .172.5.2 战略认识问题 .182.5.3 企业组织结构问题 .183 薪酬体系相关理论 .193.1 薪酬相关理论 .193.1.1 薪酬的概念 .193.1.2 薪酬体系的功能 .193.1.2.1 薪酬体系对员工的功能 .193.1.2.2 薪酬体系对企业的功能 .203.1.3 薪酬的构成 .213.2 薪酬体系设计原理概述 .223.2.1 以岗位划分 .223.2.2 以绩效划分 .233.2.3 以能力划分 .233.2.4 以技能划分 .233.3 影响薪酬水平的因素 .243.3.1 影响薪酬水平的内部因素 .253.3.2 影响薪酬水平的外部因素 .263.3.3 影响薪酬水平的个人因素 .274 W 公司全面薪酬体系的构建 .284.1 W 公司薪酬体系构建原则 .284.1.1 薪酬内容和薪酬体系结构 .284.1.2 薪酬构建目的 .304.1.3 薪酬体系构建秉承的原则 .314.2 W 公司薪酬体系构建内容 .324.2.1 薪酬职位分类 .324.2.2 基本工资 .334.2.3 岗位工资 .354.2.3.1 行政服务类岗位工资 .354.2.3.2 销售与业务类岗位工资 .364.2.1.3 技术教学类岗位工资 .374.3 效益工资 .385 W 公司薪酬体系的实施 .425.1 W 公司新旧薪酬体系转换模式 .425.2 W 公司薪酬体系的保障措施 .435.2.1 建立临时薪酬体系实施小组 .435.2.2 宣传和解释工作 .435.2.3 小范围试点 .445.3 W 公司薪酬体系取得的效果 .445.3.1 增强 W 公司内部凝聚力 .445.3.2 体现 W 公司薪酬体系的公平性 .445.3.3 激发工作热情，体现企业发展战略 .455.3.4 管理水平得到提高 .45结 论 .47致 谢 .48参考文献 .49附