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| 论文编号： | 9049 | |
| 作者编号： | 2120142914 | |
| 上传时间： | 2017/6/2 17:05:11 | |
| 中文题目： | YGE公司普通员工薪酬体系研究 | |
| 英文题目： | Research on the Salary System of YGE ''s Ordinary Staff | |
| 指导老师： | 王健友 | |
| 中文关键字： | 薪酬体系；公平性；协同性 | |
| 英文关键字： | Compensation system;Fairness;Cooperativity | |
| 中文摘要： | YGE创建于1987年，在1998年进入太阳能光伏发电领域，经过近30年的发展，已成为集光伏组件制造、电站开发建设运营和清洁能源整体解决方案提供商为一体的综合性能源企业集团。目前YGE是全球光伏行业的领军企业, 是全球最大的垂直一体化光伏制造商，也是全球光伏行业领先企业之一。但是，伴随着公司YGE业务规模的逐步发展壮大，人力资源管理却未能与时俱进，进行系统的持续优化，尤其是在行业竞争压力越来越大的背景下，薪酬管理体系问题突出，无法持续支撑公司领军地位和公司未来发展战略。通过系统的薪酬体系优化，并与目标管理、绩效管理、员工职业发展管理相结合，建立目标导向、内外公平、科学合理的薪酬激励体系，提高员工积极性、激发团队活力、提升组织效效能，支撑战略目标实现。 通过薪酬资料研读、访谈调研、问卷调研、市场调研等多种形式对YGE的薪酬管理现状进行了调研，并总结分析了目前薪酬体系存在的主要问题，包括公司薪酬策略缺失，没有根据市场供需情况和企业的实际需求来制定合适的薪酬策略；薪酬导向上更多的倾向于工龄和学历，对员工的能力和技能的激励不够；内外部公平性的失衡，尤其是内部公平性上满意度非常低；薪酬结构的比例失调，存在不同层级的固浮比例倒挂现象；没有形成规范的薪酬调整机制，使得员工对前景预期不乐观，降低了员工的公平感，不能引领员工聚焦公司目标。 坚持以岗定级、以战略定位、以能力定薪、以绩效定奖为基本思路，建立基于岗位价值评估的统一薪酬体系，在全面的岗位梳理的基础上，利用专业的评估工具对所有岗位进行评估，建立岗位与薪酬等级的对应关系。结合公司战略规划和行业薪酬情况，确定具有竞争力的薪酬定位，吸引和留住人才。通过员工的能力评价确定员工的薪酬等级，鼓励员工的能力发展，激发员工潜能。实行员工报酬与企业效益和员工个人绩效表现挂钩的奖励机制，以激励员工最佳表现，提高企业效益，强化共创共享机制。 关键词：薪酬体系；公平性；协同性 | |
| 英文摘要： | Founded in 1987, YGE started its business in solar photovoltaic generation industry in 1988. After 30 years’ development, YGE has become an integrated energy company, whose business includes photovoltaic components manufacturing, power plant management and clean energy solution supplier, etc. As the leading company in global solar photovoltaic industry, YGE is also the biggest vertically integrated photovoltaic manufacturer. However, with the expansion of its business scale, human resource management, lack of systematic optimization, has failed to keep with the times. Especially under the background of the severe industrial competition, the salary management system of YGE is unable to support its leading positon and development strategy. Through systematic optimization of the salary management, an incentive salary system will be built, which is goal-oriented, outside-and-inside fair and scientific and reasonable. Combined with the management by objective, performance management and employee career management, this incentive salary system is capable to improve the employee’s activity, inspire the team vitality, improve the organization efficacy and finally realize the strategic objective. We have chosen several methods to study YGE’s salary management, such as material investigation, interview method and market survey. By these methods, we have found the main problems of current salary system. The company has failed to make proper salary strategy according to the market supply-demand and its actual demands. And the salary is mainly based on working age and education background, not the employee’s capability and skills. There is also low satisfaction as the unbalance of external and internal justice. Moreover, the disproportion of salary structure and the non-standard salary adjustment have lowered the employee’s expectation of future development and reduced their sense of fairness, which is no good for them to concentrate on the company’s development objectives. By unifying each base’s salary structure, we have established the components of salary system, which are basic wage, performance pay and allowances and subsidies. By optimizing the floating proportion, we have enhanced the inspiration of the salary system as well as the insurance of the employee’s living guarantee and sense of safety. We insist on the principle of employee’s rank based on position, the market position based on the strategy, the salary based on the capability, and the award based on performance. This salary system is based on position value estimation, which estimates all the positions with professional evaluation tool and builds a corresponding relation between different position and salary rank. Combining with the company’s strategic plan and the industrial salary, we have developed a competitive salary positioning, which is conductive to absorb and retain talents. The evaluation of the employee’s salary rank by their capability has encouraged the employee’s development and potential. And the reward system by linking the employee’s salary and the company’s benefits up with the employee’s performance is the best way to inspire the employee, improve the company’s benefit and reinforce the co-creating and sharing system. Key Words:Compensation system;Fairness;Cooperativity | |
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