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论文编号：	12302
作者编号：	2320180382
上传时间：	2021/3/4 14:30:56
中文题目：	SDIC公司薪酬体系优化方案研究
英文题目：	Research on the optimization scheme of SDIC company’s salary system
指导老师：	吕峰
中文关键字：	员工激励 薪酬体系 岗位价值
英文关键字：	Employee Motivation, Salary Management System, Position Value
中文摘要：	摘 要 在当前国有企业改革的大浪潮下，为了使SDIC公司的薪酬体系更加适应如今的市场竞争环境，同时让薪酬体系更好的发挥其应有的激励作用与导向作用。本文在充分研究了薪酬管理的相关理论、激励相关理论以及大量案例研究的基础上，简要介绍了SDIC公司的基本情况，并且通过调查问卷、一对一访谈等方式诊断出公司目前存在的几大主要问题：分别是人员规模大导致的人均效率低下，定薪原则不清晰、薪酬水平激励性不足及薪酬结构混乱导致的激励性不足。 在充分分析了造成上面问题的原因之后，深入挖掘内部的主要矛盾。明确了以岗定薪的大原则，即以岗位的相对价值为核心要素，以个人绩效完成度、个人工作能力为重要参考要素。通过大量的外部比较，结合公司当前的发展阶段，确定了领先型的薪酬定位、并且对不同的岗位实行不同的薪酬激励策略。通过岗位厘定、岗位相对价值评估、岗位序列划分、固浮比设计和宽带薪酬表的设计等几项措施设计出新的薪酬体系。 经过改革后的薪酬系统，在最大范围内实现了员工之间的公平性，改变了原有的凭出身定薪酬的局面，让大家能够在平等的舞台上创造价值。在管理效率的提升上，大幅度降低了管理人员薪酬计算与发放的时间。在经济成本的管控上，此次薪酬套改实现了最小化成本的同时也顺利实现了公司从薪酬混乱化过渡到薪酬规范化。更为重要的是，SDIC公司经过此次薪酬体系重塑为后续其他管理制度的改革做了铺垫。 关键词：员工激励 薪酬体系 岗位价值
英文摘要：	Abstract In order to make SDIC company's salary system more adapt to the current market competition environment, at the same time, let the salary system play its due role of incentive and guidance. On the basis of fully studying the relevant theories of salary management, incentive theory and a large number of case studies, this paper briefly introduces the basic situation of SDIC company, and diagnoses several major problems existing in SDIC company by means of questionnaire and one-to-one interview: low per capita efficiency caused by large scale of personnel, unclear salary principle and high salary level Lack of motivation and lack of incentive caused by the confusion of salary structure. After fully analyzing the causes of the above problems, the main internal contradictions are deeply excavated. The principle of determining salary by post is clarified, that is, taking the relative value of post as the core element, and taking personal performance completion degree and personal working ability as important reference elements. Through a large number of external comparison, combined with the current development stage of the company, we determine the leading salary positioning, and implement different salary incentive strategies for different positions. A new salary system is designed through several measures such as post determination, post relative value evaluation, post sequence division, fixed float ratio design and broadband salary table design. After the reform of the salary system, the fairness between employees has been realized to the greatest extent, and the original situation of salary determined by origin has been changed, so that everyone can create value on the equal stage. On the improvement of management efficiency, it greatly reduces the time of salary calculation and payment. In terms of economic cost management and control, the compensation package reform has achieved the minimum cost, but also successfully realized the transition from salary chaos to salary standardization. What's more, SDIC company has made the groundwork for the subsequent reform of other management systems after the restructuring of the salary system. Keywords: Employee Motivation, Salary Management System, Position Value
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