SHB公司中层管理者激励机制设计研究
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摘要
SHB公司是一家具有公路工程总承包特级资质等级的国有大型施工企业,面对中国加入WTO后面临的国际、国内形势,公司于2001年12月对原有的工资分配制度进行了改革,废除了原来执行的部属企业行业工资标准,代之以岗位工资制,并取得了一些效果。但在执行过程中发现,目前的激励机制设计还存在着明显的不足和设计上的缺陷。本文就是通过研究SHB公司薪酬模式和激励机制,最大限度的促进人力资源管理工作的规范化和科学化,推动企业凝聚力的形成,为第三次创业目标实现贡献力量。
本文主要采用了定性分析和定量分析、文献调查和实地调查相结合以及对比分析的方法,在借鉴国内外成熟激励理论的基础上,首先对企业的现状进行了介绍,然后在对企业现有工资分配和激励机制存在的问题及其成因进行了分析,对现有激励机制在岗位工作分析、绩效考核指标的设计、收入差距造成的不良影响、福利激励的使用、激励杠杆的运用等几个方面作了比较深入的探讨,然后针对以上存在的问题,重新设计出针对SHB公司的一套详细的工资、奖金、福利等的激励机制方案,同时给出了该优化设计方案实施的保障措施及预期效果的评估,这是本文的主题和核心部分。第七章对本文研究的成果进行了概括性总结,从而得出本文的结论。
本文分析了SHB公司激励机制的现状、存在问题及成因,着重对优化方案进行了重新设计,并提出相应的保障措施,一方面对SHB公司激励机制的完善具有一定的指导意义;另一方面为其他准备进行激励机制革新的企业也会提供一种可资借鉴的模式和方法。
SHB is a stateowned large-scale construction enterprises with the superfine qualification of highway construction general contracting. With China entering into WTO facing the instance both here and abroad , SHB has carried on the reform in December 2001 about the original wage distribution system, abolished the original subordinate enterprise profession wagesstandard, replacing with post wage system which has obtained the tangible effect. Meanwhile the corporation manfully innovates both on the mode of distribution and excitation mechanism, adopting post wage system, salary system, constituting the system of performance of evaluation and etc. Positivity of the staff was effectively improved. The text is to maximum promote the standardization of human resources management and the formation of corporation cohesion, as to contribute for Third Carveing Out.
Contrast analysis and Cooperations of qualitative analysis and quantitative analysis, literature search and field survey were adopted in the text. Based on the well-rounded excitation mechanism of both here and abroad. It makes a introduction about the excitation mechanism developing course of SHB, and then makes analysis about the formed cause and the problems of distribute system and the excitation mechanism. Also it probes into the post work analyze, the performance assessment design, negative effect by income differential, material benefits excitation, excitation lever etc systematically. It gives another detailed plan about the excitation mechanism on the wages, the bonus, the welfare of SHB, makes the appraisal to the safeguard measure and the anticipated effect, according to the solutions for the questions above. After that, it's the hard core of the text. It's a concise summary to the text in Chapter 7, as makes the conclusion of the text.
The text mainly analyses the background, status quo, problems of the SHB's excitation mechanism and the solution of it with the guiding significance for the excitation mechanism perfecting of SHB, and also provides a pattern used for reference.
本文主要采用了定性分析和定量分析、文献调查和实地调查相结合以及对比分析的方法,在借鉴国内外成熟激励理论的基础上,首先对企业的现状进行了介绍,然后在对企业现有工资分配和激励机制存在的问题及其成因进行了分析,对现有激励机制在岗位工作分析、绩效考核指标的设计、收入差距造成的不良影响、福利激励的使用、激励杠杆的运用等几个方面作了比较深入的探讨,然后针对以上存在的问题,重新设计出针对SHB公司的一套详细的工资、奖金、福利等的激励机制方案,同时给出了该优化设计方案实施的保障措施及预期效果的评估,这是本文的主题和核心部分。第七章对本文研究的成果进行了概括性总结,从而得出本文的结论。
本文分析了SHB公司激励机制的现状、存在问题及成因,着重对优化方案进行了重新设计,并提出相应的保障措施,一方面对SHB公司激励机制的完善具有一定的指导意义;另一方面为其他准备进行激励机制革新的企业也会提供一种可资借鉴的模式和方法。
SHB is a stateowned large-scale construction enterprises with the superfine qualification of highway construction general contracting. With China entering into WTO facing the instance both here and abroad , SHB has carried on the reform in December 2001 about the original wage distribution system, abolished the original subordinate enterprise profession wagesstandard, replacing with post wage system which has obtained the tangible effect. Meanwhile the corporation manfully innovates both on the mode of distribution and excitation mechanism, adopting post wage system, salary system, constituting the system of performance of evaluation and etc. Positivity of the staff was effectively improved. The text is to maximum promote the standardization of human resources management and the formation of corporation cohesion, as to contribute for Third Carveing Out.
Contrast analysis and Cooperations of qualitative analysis and quantitative analysis, literature search and field survey were adopted in the text. Based on the well-rounded excitation mechanism of both here and abroad. It makes a introduction about the excitation mechanism developing course of SHB, and then makes analysis about the formed cause and the problems of distribute system and the excitation mechanism. Also it probes into the post work analyze, the performance assessment design, negative effect by income differential, material benefits excitation, excitation lever etc systematically. It gives another detailed plan about the excitation mechanism on the wages, the bonus, the welfare of SHB, makes the appraisal to the safeguard measure and the anticipated effect, according to the solutions for the questions above. After that, it's the hard core of the text. It's a concise summary to the text in Chapter 7, as makes the conclusion of the text.
The text mainly analyses the background, status quo, problems of the SHB's excitation mechanism and the solution of it with the guiding significance for the excitation mechanism perfecting of SHB, and also provides a pattern used for reference.
引文
3斯蒂芬·P·罗宾斯,玛丽·库尔特,《管理学》,中国人民大学出版社,2003.
4李屏.《激励强化》,大连,大连理工大学出版社,2002。
6马新建,《人力资源与开发》,石油工业出版社,北京.2005
7李德伟,《人力资源绩效考核与薪酬激励》,科学技术文献出版社,2006.
1 斯蒂芬·P·罗宾斯,玛丽·库尔特,《管理学》,中国人民大学出版社,2003.
[1]马新建等,人力资源管理与开发,北京:石油工业出版社,2005
[2]李德伟,人力资源绩效考核与薪酬激励,北京:科学技术文献书版社,2006
[3]杨剑、白云、朱晓红、郑蓓莉编著,激励导向的薪酬设计,北京:中国纺织出版社,2002
[4]斯蒂芬.P.罗宾斯,玛丽.库尔特,孙敏剑等译,管理学,中国人民大学出版社,2004
[5]闫大海等编著,薪酬管理与设计,北京,中国纺织出版社,2007
[6]巴里·格哈特,萨拉·L·瑞纳什著,朱舟译,薪酬管理,上海:上海财经大学出版社,2005
[7]章名行,人力资源管理,北京,机械工业出版社,2005
[8]武欣,绩效管理实务手册,北京:机械工业出版社,2001
[9]王学力,企业薪酬设计与管理,广东:广东经济出版社,2002
[10]刘军胜,薪酬管理实务手册,北京:机械工业出版社,2002
[11]冉斌,薪酬设计与管理,广东:海天出版社,2002
[12]R.布雷顿·鲍恩著,范国艳译,激励员工,北京:企业管理出版社,2001
[13]威尔逊著,陈红斌、刘震、尹宏译,薪酬框架:美国39家一流企业的薪酬驱动战略和秘密体系,北京:华夏出版社,2001
[14]马克斯·迈斯玛著,刘国等译,激励雇员,北京:企业管理出版社,2002
[15]赵曙明,人力资源管理与开发,北京:中国人事出版社,1998
[16]黄渊明,特别的奖励,给特别的你--年终激励方式的创新与组合,人力资源开发与管理,2007,(1)
[17]任政文,奖金设计:提高绩效之关键,人力资源开发与管理,2007,(3)
[18]孙健、张玉霞、莫燕营,体贴入微的自助式福利,中国人力资源开发,2004
[19]郝景春、严春明,实行岗绩工资制的探索,企业改革与管理,2000
[20]樊五勇,论建立有中国特色的企业家激励与约束机制,决策借鉴,2004
[21]林木西,实行年薪制需要解决的几个问题,经济学动态,2005
[22]史永翔,考评对雇主的作用,雇主周刊,2004
[23]李业昆,从绩效考评到绩效管理转化条件研究,人力资源开发与管理,2007(3)
[24]马迎,如何构建有效绩效评价机制,人力资源开发与管理,2007,(3)
[25]攀成德,绩效考核重在设计,人力资源开发与管理,2007,(1)
[26]邓孝纯,运用薪酬政策 提升员工绩效,经济管理文摘,2005,(17)
[27]原卫平,功夫在门外--多元化企业集团的绩效考核体系,HR经理人,2005,(9)
[28]Garry M.Ritzky,Incentive pay Programs That Help the Bottom line,HRMagazine 40,No.4(April 1995)
[29]A.H.Maslow,A Theory of Human Motivation,Psychological Review,July 1943
[30]Finkelstein.S and D.C.Hambrick,Chief Executive Compensation:A Symthesis and Reconciliation.Strategic Management Loural 2003
4李屏.《激励强化》,大连,大连理工大学出版社,2002。
6马新建,《人力资源与开发》,石油工业出版社,北京.2005
7李德伟,《人力资源绩效考核与薪酬激励》,科学技术文献出版社,2006.
1 斯蒂芬·P·罗宾斯,玛丽·库尔特,《管理学》,中国人民大学出版社,2003.
[1]马新建等,人力资源管理与开发,北京:石油工业出版社,2005
[2]李德伟,人力资源绩效考核与薪酬激励,北京:科学技术文献书版社,2006
[3]杨剑、白云、朱晓红、郑蓓莉编著,激励导向的薪酬设计,北京:中国纺织出版社,2002
[4]斯蒂芬.P.罗宾斯,玛丽.库尔特,孙敏剑等译,管理学,中国人民大学出版社,2004
[5]闫大海等编著,薪酬管理与设计,北京,中国纺织出版社,2007
[6]巴里·格哈特,萨拉·L·瑞纳什著,朱舟译,薪酬管理,上海:上海财经大学出版社,2005
[7]章名行,人力资源管理,北京,机械工业出版社,2005
[8]武欣,绩效管理实务手册,北京:机械工业出版社,2001
[9]王学力,企业薪酬设计与管理,广东:广东经济出版社,2002
[10]刘军胜,薪酬管理实务手册,北京:机械工业出版社,2002
[11]冉斌,薪酬设计与管理,广东:海天出版社,2002
[12]R.布雷顿·鲍恩著,范国艳译,激励员工,北京:企业管理出版社,2001
[13]威尔逊著,陈红斌、刘震、尹宏译,薪酬框架:美国39家一流企业的薪酬驱动战略和秘密体系,北京:华夏出版社,2001
[14]马克斯·迈斯玛著,刘国等译,激励雇员,北京:企业管理出版社,2002
[15]赵曙明,人力资源管理与开发,北京:中国人事出版社,1998
[16]黄渊明,特别的奖励,给特别的你--年终激励方式的创新与组合,人力资源开发与管理,2007,(1)
[17]任政文,奖金设计:提高绩效之关键,人力资源开发与管理,2007,(3)
[18]孙健、张玉霞、莫燕营,体贴入微的自助式福利,中国人力资源开发,2004
[19]郝景春、严春明,实行岗绩工资制的探索,企业改革与管理,2000
[20]樊五勇,论建立有中国特色的企业家激励与约束机制,决策借鉴,2004
[21]林木西,实行年薪制需要解决的几个问题,经济学动态,2005
[22]史永翔,考评对雇主的作用,雇主周刊,2004
[23]李业昆,从绩效考评到绩效管理转化条件研究,人力资源开发与管理,2007(3)
[24]马迎,如何构建有效绩效评价机制,人力资源开发与管理,2007,(3)
[25]攀成德,绩效考核重在设计,人力资源开发与管理,2007,(1)
[26]邓孝纯,运用薪酬政策 提升员工绩效,经济管理文摘,2005,(17)
[27]原卫平,功夫在门外--多元化企业集团的绩效考核体系,HR经理人,2005,(9)
[28]Garry M.Ritzky,Incentive pay Programs That Help the Bottom line,HRMagazine 40,No.4(April 1995)
[29]A.H.Maslow,A Theory of Human Motivation,Psychological Review,July 1943
[30]Finkelstein.S and D.C.Hambrick,Chief Executive Compensation:A Symthesis and Reconciliation.Strategic Management Loural 2003