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论文编号：	3914
作者编号：	2220090756
上传时间：	2011/12/6 12:44:07
中文题目：	水泥生产企业绩效薪酬设计——以JT有限公司为例
英文题目：	Cement Production Performance Design-A Case Study of JTCo., Ltd.
指导老师：	梅丹
中文关键字：	绩效考核;薪酬;绩效薪酬;绩效薪酬体系
英文关键字：	Performance appraisal;Pay;Pay for performance;Performance-based pay system
中文摘要：	21世纪，随着知识经济的发展和市场竞争的不断加剧，人类正在迈向一个以知识（智力、智慧）资源的占有、配置为基础，进行知识生产、分配和使用为重要因素的经济时代。在知识经济里，人才是创造财富的最稀缺和最珍贵的资源。按照现代激励理论，企业对员工需求的满足程度直接影响到企业能否吸引和稳定优秀、核心人才，并激发人才效应，影响到企业能否拥有核心知识和核心竞争力，进而关系到企业的兴衰成败。因此，对于绩效薪酬在我国许多企业的人力资源管理中应用还不是很普及，在企业的竞争优势越来越取决于企业核心竞争力的今天，企业要求组织中的人力资源管理人员要发挥更大的作用，对人的管理不能再局限于人事行政业务，企业必须视员工为组织的资产，为员工营造良好的工作环境，构建起发展所需的企业文化，激发员工工作热情，满足员工自我的需要，提高员工对企业的忠诚度。水泥生产企业在国民经济中占有重要的地位，天津JT是一家以生产和销售运输水泥为主的民营企业，本文首先分析我国水泥生产行业薪酬体系特点、现状及存在问题，然后在具体调查分析天津JT有限公司实际情况的基础上，在国内外激励理论和绩效薪酬理论的指导下，依据对该公司绩效薪酬体系现状及存在问题的充分分析，提出适合该公司实际情况的绩效薪酬体系。其中具体介绍了完善薪酬体系设计的考虑因素、设计思路及设计流程。并以经营管理层、一般员工层等主体为研究对象，分析公司建立绩效薪酬体系制可能遇到的阻力，提出推行薪酬激励机制所需要的保障制度。在对JT公司进行绩效薪酬体系设计的过程中主要采用问卷调查法分析公司的岗位，梳理岗位说明书；运用排序法和要素计点法进行岗位评价得出岗位等级；采用市场调研和座谈法调查水泥生产企业的薪酬水平和绩效考核方式，最终设计出该公司以基本工资和岗位工资为基础，以绩效工资为主要内容的绩效薪酬体系。该绩效薪酬体系建立既符合市场运行机制，又符合JT有限公司实际情况，有利于JT有限公司在今后发展的道路上，吸引、稳定、激励人才。
英文摘要：	The 21st century, with the development of knowledge economy and increasing competition in the market, the human is moving towards a knowledge (intelligence, wisdom) resources of the possession, as the basis of knowledge production, distribution and use as an important factor in the economy. In the knowledge economy, talent is the most scarce and the creation of wealth most precious resource. According to the modern theory of motivation, to meet the needs of corporate employees directly affects the ability of the business to attract and stable quality, key talent, and to stimulate human effects, affecting the ability of the business with core knowledge and core competencies, and thus related to the rise and fall success or failure. Therefore, pay for performance in many of our enterprise human resource management application is not very popular in the enterprise's competitive advantage increasingly depends on the core competitiveness of enterprises today, the company asked the organization's human resource managers should play a greater the role of people management can no longer be limited to personnel administration services, the companies should look at staffs as their assets, for the staff to create a good working environment and build the corporate culture necessary for the development, stimulate employee enthusiasm, self-satisfied employees need to improve staff-to-business loyalty. Cement producers in the national economy plays an important role in the socio-economic arena, Tianjin JT Co., Ltd is a private company whose main business is producing and selling the cements. The paper analyzes the characteristics of the salary system in cement production industry, current situation and their problems. According to the analysis of the current payment system and its problems, actual Performance-based pay system was proposed, on the basis of the analysis in Tianjin JT Co. Ltd. and the actual situation at both domestic and abroad theory of motivation and performance payment, which specifically describes the considerations of changes in compensation system designation, ideas and designing process. The resistance which may meet in establishing the system of performance pay system was analyzed, and the implementation which could assure the incentive payment system was proposed, on the basis of the analysis in the main research object, like business management and general staffs. In the process of analyzing the designation of the performance-based pay system, questionnaires analysis of the company's position was widely used to combine the job description. We use the post ranking and the point-factor method to appraise the posts. With the use of market research and discussion method survey of cement manufacturers pay levels and performance assessment methods, finally, got the performance-based pay system which based on the basic wage and the post wage. The establishment of performance-based pay system is both consistent with market mechanisms and the actual situation of Tianjin JT Co., Ltd. which is conducive to the future development of JT, to attract, stable, and motivate talented people.
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