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论文编号：	15049
作者编号：	2320224138
上传时间：	2024/12/9 20:27:18
中文题目：	E公司项目管理人员薪酬体系优化策略研究
英文题目：	Research on optimization strategy of compensation system for project managers in E company
指导老师：	吕峰
中文关键字：	天然气工程公司；业务转型；项目管理人员；薪酬体系
英文关键字：	gas engineering company; business transformation; project management personnel; compensation?system
中文摘要：	E公司为某集团公司的全资子公司，E公司成立初期主要承接集团内部各燃气公司的天然气民用户及市政工程施工业务，随着内部业务逐渐趋于饱和以及行业利润率下降等因素影响，公司业务开始由内部转为外部，由常规城镇燃气施工转为大中型综合业务如高压管线、场站等工程总承包项目。随着业务类型转变，公司对于项目管理以及项目管理人员提出了新的要求，公司历年沿袭的薪酬体系开始不适应新的业务发展需要，且成为限制业务转型发展的因素。本文旨在研究 E公司项目管理人员薪酬体系的优化设计，提升项目管理人员的工作积极性，支撑新形势下公司的业绩目标，实现企业顺利转型和发展。 首先，本文分析了E公司业务变革的背景以及本文的研究意义，回顾了薪酬体系概念及优化原则、激励的概念及激励的相关理论。 其次，分析了E公司的组织结构及业务发展历程、公司的项目管理人员现状及薪酬体系现状，通过访谈调研的方式，综合剖析了当前E公司项目管理人员薪酬体系存在的诸多问题，并将问题点归类为三大部分，分别为项目管理人员基本薪酬与行业市场水平及业务需求偏差较大、缺少与项目相关的奖金且奖金激励效果差、无项目管理相关津贴且其他福利政策缺失等。 再次，结合问题分析结果对公司基本薪酬、奖金、福利三方面进行了优化调整。在基本薪酬设计环节，结合外部市场水平调研，调整基本薪酬标准，与外部市场水平对齐。在奖金管理设计环节，结合各个分公司业务特点，制定适用不同分公司的薪酬总额核算模型，增加与项目相关的奖金激励以及技术竞赛奖金，旨在牵引项目管理人员关注项目成本节约与利润提高，提升技术人员技术水平，增加公司整体技术能力，为保证项目管理人员奖金发放有据可依，优化项目管理人员绩效管理模式。在福利管理设计环节，根据公司业务需求调整资质证书津贴兑现标准并增加与项目施工相关的津贴，增加项目管理员工探亲休假及路费报销并关爱员工家属，设置各类培训项目以帮助项目管理人员转型。 最后，阐述薪酬体系优化设计的实施步骤与保障措施，保证薪酬体系优化工作的顺利开展和实施落地。
英文摘要：	E company is a wholly-owned subsidiary of a group company. At the beginning of its establishment, E company mainly undertook the business of natural gas users and municipal engineering construction of gas companies within the group. With the gradual saturation of internal business and the decline of industry profit rate and other factors, the business of the company began to change from internal to external. The business type has changed from conventional urban gas construction to large and medium-sized integrated business, such as high pressure pipelines and terminals EPC etc. project contracting projects. With the change of business types, the company has put forward new requirements for project management and project management personnel, and the compensation system inherited from the company over the years begins to fail to meet the needs of new business development, and becomes a factor limited the development of business transformation. This paper aims to study the optimal design of the compensation system for project managers of E company, enhance the enthusiasm of project managers, support the company's performance objectives under the new situation, and obtain new profit growth points so as to achieve smooth transformation and long-term development of the company. First of all, this paper analyzes the background of E company's business change and the significance of this study, and reviews the concept of compensation management and management strategy, incentive theory. Secondly, it analyzes the company's organizational structure and the business development milestone of company E, the current situation of project management personnel and the current situation of salary management. Through interview and survey, it comprehensively analyzes many problems existing in the current compensation system of project management personnel of company E, and classifies the problems into three parts. There is a large deviation between the basic salary of project managers and the industry market level to un-satisfy the business demand, lack of project-related bonuses and poor incentive effect of bonuses, lack of project management-related allowances and lack of other welfare policies, etc. Thirdly, combined with the analysis results of the problem, the company's basic salary, bonus and welfare were optimized and adjusted. In the design of basic salary, in combination with the research on the external market level, the standard of basic salary is adjusted to align with the external market level. In the design of bonus management, in light of the business characteristics of each branch company, the accounting model of total salary applicable to different branch companies is formulated. Bonuses related to projects and technical competition bonuses are added, aiming to guide project managers to focus on project cost savings and profit enhancement, improve the technical level of technical staff, increase the overall technical capacity of the company. To ensure that the bonus distribution for project managers is based on evidence, the performance management mode for project managers is optimized. In the design of welfare management, the cashing standard of qualification certificate allowances is adjusted according to the business needs of the company and allowances related to project construction are added. Home visits, increase project management staff's home leave and travel expense reimbursement, and show care and concern for their family members. Various training programs are set up to assist project managers in transformation. Finally, the implementation steps and safeguard measures of compensation system optimization design are expounded to ensure the smooth development and implementation of compensation system.
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