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| 论文编号： | 2503 | |
| 作者编号： | 2220080772 | |
| 上传时间： | 2010/6/11 9:32:19 | |
| 中文题目： | TY公司管理人员薪酬体系改进研究 | |
| 英文题目： | The research & improvement of salary system of TY’s management team | |
| 指导老师： | 李新建 | |
| 中文关键字： | 关键词：宽带薪酬；3P付薪；绩效考核；薪酬管理 | |
| 英文关键字： | Key words: broadband pay; 3P paid; performance evaluation; Salary Management | |
| 中文摘要： | 薪酬是员工因向所在的组织提供劳务而获得的各种形式的酬劳。薪酬是人力作为资本享受的回报，是企业付出的人工成本，是企业吸引和留住人才的重要手段之一。因此，薪酬作为企业用来激励员工努力工作的一种手段，当然也成为员工行为的一种“助推剂”。企业要想留住人才，激励员工为企业作出最大贡献，就要看企业如何来设计这个“助推剂”，使它发挥应有的激励作用。 TY公司正处于高速发展时期，其中管理队伍（包括后勤管理人员、技术管理人员、营销管理人员）在其中起着非常重要的作用。然而通过对公司薪酬体系的调查和分析发现，自2002年起实施的薪酬体系对现阶段的公司管理人员的激励效果甚微，而且导致现行的绩效考评制度流于形式。因此随着组织的发展和战略的调整，公司的报酬及其与其密切相关的绩效管理体系也应该相应变化。 本文在TY公司管理人员薪酬背景调查及诊断分析的基础上，基于宽带薪酬理念重新设计TY公司管理人员的薪酬系统，实施3P付薪策略，运用海氏评价进行工作分析，实现酬薪为“岗位（Position）、个人技能（Personal）”付薪，并阐述绩效变革与薪酬体系的内在联系，把平衡计分卡引入公司管理人员薪酬系统，为薪酬系统中3P付薪策略pay for Performance服务，以此共同构建公司的管理人员薪酬激励机制。从而达到“使薪酬与岗位价值紧密结合、使薪酬与员工绩效紧密结合、薪酬制度与考核体系的结合最大化员工激励和提高其工作效率”的目的。 | |
| 英文摘要： | Remuneration is somewhat a reward that stuff acquired from the organization they are serving for. It is a return for human capital， a labor cost enterprise undertaken， and also an important way to attract and retain specialists. Therefore， as a means for companies motivate employees， salary， of course， becomes a "booster" to restrict employee’s behavior. To retain specialists and motivate employees to make the greatest contribution， enterprises must learn how to design this "booster" to make it play its proper incentives. TY is in a period of rapid development，in which management team plays a very important role. However，according to a deep investigation and analysis of the company's Salary System which comes into operation in 2002 ，an unpleasant incentive effects has emerging ，moreover，current Performance appraisal system becomes a mere formality. Thus，the company's remuneration and its closely related performance management system should also be changed with the improvement of the firm and the adjustment of its strategic. Based on a investigation and analysis to TY’s remuneration background and pay philosophy，the author redesigns a salary system for TY company，puts “3P Paid Strategy”into practice，and also elaborates the internal relation between performance change and salary system. More important，propose an advice of bringing Balanced Scorecard into this system in group to service for 3P Paid Strategy and building its salary incentive mechanism so as to achieve the goal of “knit salary together with position Evaluation，e-performance and evaluation system，ultimately maximize staff motivation and improve work efficiency”。 | |
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