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论文编号：	10714
作者编号：	2120163054
上传时间：	2018/12/9 6:55:49
中文题目：	DS公司薪酬体系优化设计研究
英文题目：	The research on optimization design of DS company salary system
指导老师：	张立富
中文关键字：	薪酬体系；战略；激励性；员工满意度；
英文关键字：	salary system; strategy; incentive; employee satisfaction;
中文摘要：	随着我国社会经济的不断发展，人力资源管理在企业管理中的地位与日俱增。作为人力资源管理中最为核心和重要的模块，薪酬体系在企业的人才选、用、育、留中起到了至关重要的作用。科学合理的薪酬管理体系，可以极大地提升企业魅力，最大程度的激发员工的潜能。薪酬体系的设计与企业所处发展阶段、行业、地域、企业战略等多方面因素密切相关，制定与企业相匹配的薪酬体系，可以为企业实现吸引人才、留住人才，充分发挥员工积极性，为企业创造更多的有形及无形的价值，回馈到企业发展中。 改革开放以来，随着我国市场经济的稳步发展，国际地位的不断攀升，吸引大量的外资企业入驻，为我国经济的腾飞助力。DS公司是日本独资企业，位居世界五百强企业，属于汽车零部件行业。随着汽车行业高速发展，对汽车零部件行业发展也起到了很大的促进作用。DS公司自2004年在天津成立以来，公司以贴近顾客生产、服务顾客的理念，又分别在广州、长春成立的分公司，现在中国共有三家公司，员工达千人。然而，随着企业的不断发展壮大，日系企业薪酬水平偏低以及滞后的薪酬体系无法支撑公司战略的开展，所需人才招不进来，现有人员干劲不足，员工对薪酬体系的不满声音持续高涨。因此公司必须进行薪酬体系改善，以此吸引、稳定人才，提升员工干劲和绩效输出，从而实现公司的可持续发展。 本论文通过问卷调查法、访谈法、文献检索法等手段，依据对薪酬体系研究理论及设计原则的学习，对DS公司现有薪酬体系存在的问题和原因进行分析，以全面薪酬理论为着眼点，按照管理层与非管理层的不同激励方式，设计了以能力和绩效为导向的混合式薪酬体系，并参考市场薪酬调查结果对公司内薪酬水平重新定位，从滞后型薪酬向跟随型薪酬转变，再逐步向领先型薪酬靠拢，确保企业内部及外部薪酬竞争力，以提升员工士气以及满意度，创建和谐的企业氛围。
英文摘要：	With the continuous development of China's social economy, the status of human resource management in enterprise management is increasing. As the most important and important module in human resource management, the salary system plays a vital role in the selection, use, education and retention of talents. A scientific and reasonable salary management system can greatly enhance the charm of the company and maximize the potential of employees. The design of the compensation system is closely related to the development stage, industry, geography, and corporate strategy of the enterprise. The establishment of a compensation system that matches the enterprise can enable the company to attract talents, retain talents, and give full play to the enthusiasm of employees. Enterprises create more tangible and intangible value and give back to the development of the enterprise. Since the reform and opening up, with the steady development of China's market economy, the international status has continued to rise, attracting a large number of foreign-funded enterprises to settle in, which will help China's economy take off. DS is a Japanese-owned company, ranking among the top 500 companies in the world and belonging to the auto parts industry. With the rapid development of the automotive industry, it has also greatly promoted the development of the auto parts industry. Since the establishment of DS in Tianjin in 2004, the company has established its subsidiaries in Guangzhou and Changchun with the concept of close to customers' production and customer service. Now there are three companies in China with more than 1,000 employees. However, with the continuous development and growth of enterprises, the low salary level of Japanese companies and the lagging salary system cannot support the development of the company's strategy. The required talents cannot be recruited, the existing personnel are insufficiently motivated, and the employees' dissatisfaction with the compensation system continues to rise. . Therefore, the company must improve the compensation system to attract and stabilize talents, improve employee motivation and performance output, so as to achieve sustainable development of the company. Based on the company strategy and job value assessment, this paper analyzes the problems and causes of DS's existing compensation system through the methods of questionnaire survey, interview and literature search. With a comprehensive salary theory as the focus, according to the diffent incentives of management and non-management, a hybrid salary system based on ability and performance is designed, and the salary level of the company is repositioned with reference to the results of the market salary survey. Lagging pay changes to follow-up pay, and then gradually move toward leading pay, ensuring internal and external compensation competitiveness, to enhance employee morale and satisfaction, and create a harmonious corporate atmosphere.
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