J公司薪酬管理体系优化研究
摘要
薪酬管理作为人力资源管理工作中最受重视的部分,一方面影响着人力资源的合理配置与使用,另一方面又决定着劳动的效率。薪酬管理运用薪酬这一激励杠杆来引导企业人力资源向着合理的方向运动,从而实现人力资源的合理配置和使用。但是长期以来,在特定的经济制度下,我国国有企业主要是通过行政指令和计划的方法来直接确定不同类型的劳动者的薪资水平和薪资结构。作为一家国有企业,J公司在现行薪酬管理体系下虽然薪酬收入在不同级别或同级不同档次的员工之间存在一定的差别,但建立在这种差别基础上的激励机制存在明显的缺陷。
本文结合J公司的背景、所处的发展阶段及中长期经营战略目标对J公司薪酬管理体系进行剖析,研究发现J公司现行的薪酬方案类别属于岗位工资制,其类别设计及运用都过于简单,没有区分不同部门、不同岗位之间的工作性质和工作内容,而是采用了统一的薪酬标准。并且存在着部分岗位薪酬水平定位与劳动力市场价位脱节；薪酬结构设计不合理；过度考虑员工累计贡献；没有建立正常的薪酬增长机制；薪酬管理办法及绩效考核分配方案不透明；绩效工资没有发挥应有的作用；领导意愿效力强于制度效力等问题。导致了员工对薪酬管理工作满意度不高,现行薪酬制度难以实现良好的激励效果。
本文针对J公司薪酬管理体系中显现的问题有针对性的进行了优化设计。其中包括运用海氏分析法的理论明确了各岗位之间的相对价值；根据岗位评价结果,调整薪酬分配结构,打破以往对人不对岗的现况。通过调整薪酬结构,科学设计管理人员和司机的薪酬分配项目以及具体的分配比例,改善了现有的薪酬管理流程和体系缺失的状况。本文旨在研究如何运用“薪酬”杠杆调动员工的工作积极性和主动性,激发员工潜能,为J公司提供一个适应市场竞争和社会发展、能够推动企业可持续发展的薪酬方案,同时研究出一套能为同类型企业提供借鉴和参考的薪酬管理制度,为其他面临类似问题的企业提供借鉴。
Compensation management are the most important part in human resources management, it affect the human resources configuration and use. Also it determines the efficiency of labor. Compensation management always use pay leverage to guide the corporate human resources towards a reasonable direction, then to achieve rational allocation of human resources and use. However, in the particular economic system, China's state-owned enterprises mainly through administrative directives and planning methods to determine the different types of staff wages and salary structure. Company J have a different levels of income, although the salary between employees have different level, but this difference incentives have obvious defect.
According to company J's background, the stage of development, long-term business strategy objectives and remuneration management system to analysis this case. Research found that the remuneration packages of J class companies are the current positions wage system, their design and application are too simple, there are no distinction in different department, job nature of work and work content. Instead of that are using a uniform salary scales. And there were some jobs pay level not match the labor market prices. The salary structure is unreasonable, excessive considering the cumulative contribution of employee, there is no normal salary increase. The compensation management and evaluation of one's performance didn't clear cause the unreasonable salary system, the performance pay didn't work. The leaders'will stronger than the process. So this led to the management of employee satisfaction on pay is not high, the current pay system is difficult to achieve a good incentive effects.
This payment management system for the company of J has too many issues, targeted to optimized design a payment system including analysis using the theory of the sea's clear the relative value of each position, according to the results of job evaluation to do allocation salary structure, breaking the previous method to post on the status of human right. By adjusting the payment structure, design a management, drivers payment distribution projects and the specific allocation ratio, improving the existing system of compensation management process and the process of missing. This paper aims to research how to use of "pay" leveraged to mobilize staff enthusiasm and initiative to stimulate potential employees, for the company J with a market competition and social development, to promote the sustainable development of enterprises payment package and looking for a the same type of reference for compensation management system for other companies facing similar issues for reference.
本文结合J公司的背景、所处的发展阶段及中长期经营战略目标对J公司薪酬管理体系进行剖析,研究发现J公司现行的薪酬方案类别属于岗位工资制,其类别设计及运用都过于简单,没有区分不同部门、不同岗位之间的工作性质和工作内容,而是采用了统一的薪酬标准。并且存在着部分岗位薪酬水平定位与劳动力市场价位脱节；薪酬结构设计不合理；过度考虑员工累计贡献；没有建立正常的薪酬增长机制；薪酬管理办法及绩效考核分配方案不透明；绩效工资没有发挥应有的作用；领导意愿效力强于制度效力等问题。导致了员工对薪酬管理工作满意度不高,现行薪酬制度难以实现良好的激励效果。
本文针对J公司薪酬管理体系中显现的问题有针对性的进行了优化设计。其中包括运用海氏分析法的理论明确了各岗位之间的相对价值；根据岗位评价结果,调整薪酬分配结构,打破以往对人不对岗的现况。通过调整薪酬结构,科学设计管理人员和司机的薪酬分配项目以及具体的分配比例,改善了现有的薪酬管理流程和体系缺失的状况。本文旨在研究如何运用“薪酬”杠杆调动员工的工作积极性和主动性,激发员工潜能,为J公司提供一个适应市场竞争和社会发展、能够推动企业可持续发展的薪酬方案,同时研究出一套能为同类型企业提供借鉴和参考的薪酬管理制度,为其他面临类似问题的企业提供借鉴。
Compensation management are the most important part in human resources management, it affect the human resources configuration and use. Also it determines the efficiency of labor. Compensation management always use pay leverage to guide the corporate human resources towards a reasonable direction, then to achieve rational allocation of human resources and use. However, in the particular economic system, China's state-owned enterprises mainly through administrative directives and planning methods to determine the different types of staff wages and salary structure. Company J have a different levels of income, although the salary between employees have different level, but this difference incentives have obvious defect.
According to company J's background, the stage of development, long-term business strategy objectives and remuneration management system to analysis this case. Research found that the remuneration packages of J class companies are the current positions wage system, their design and application are too simple, there are no distinction in different department, job nature of work and work content. Instead of that are using a uniform salary scales. And there were some jobs pay level not match the labor market prices. The salary structure is unreasonable, excessive considering the cumulative contribution of employee, there is no normal salary increase. The compensation management and evaluation of one's performance didn't clear cause the unreasonable salary system, the performance pay didn't work. The leaders'will stronger than the process. So this led to the management of employee satisfaction on pay is not high, the current pay system is difficult to achieve a good incentive effects.
This payment management system for the company of J has too many issues, targeted to optimized design a payment system including analysis using the theory of the sea's clear the relative value of each position, according to the results of job evaluation to do allocation salary structure, breaking the previous method to post on the status of human right. By adjusting the payment structure, design a management, drivers payment distribution projects and the specific allocation ratio, improving the existing system of compensation management process and the process of missing. This paper aims to research how to use of "pay" leveraged to mobilize staff enthusiasm and initiative to stimulate potential employees, for the company J with a market competition and social development, to promote the sustainable development of enterprises payment package and looking for a the same type of reference for compensation management system for other companies facing similar issues for reference.
引文
①袁圣东、胡晓晖,李正伟.绩效与薪酬管理,2007年6月：133
①相正求,花军刚.薪酬设计与实施,2008年10月：12～14
②解进强,史春祥.薪酬管理实务,2008年8月：14
③彭剑锋.人力资源管理概论,2007年7月：374
①曾湘泉.薪酬：宏观、微观与趋势,2006年5月：550～554
②张螺,李文玉.薪酬战略与管理理论的创新,社会科学辑刊,2003,9(3)：95～96
③陶莉,张力.薪酬管理,2007年7月：4
④李中斌,曹大友,章守明.薪酬管理理论与实务,2007年8月版：17
①叶正龙,周飞.企业人才激励与薪酬管理,企业技术开发,2006,第5期：66～68
②窦胜功,张兰霞,卢纪华.组织行为学教程.,2005第1版：75
①李新建,孟繁强,张立富.企业薪酬管理概论,2006年3月版：38～39
②马海燕.绩效薪酬管理体制实施的几个问题,上海综合经济,2004,10(9)：68～70
① Lioyed.L.ByarS,Leslie,W.et al..Human Rrsource Management(Seventh Edition),2005:31
①奚玉芹.金永红.企业薪酬与绩效管理体系设计,2004年2月：7～10
①韩兵,张德.国有企业工资制度改革,中国人力资源开发,2001年,第10期：57～58
①颜香梅.浅析企业的薪酬设计,科技信息,2009年,第36期：57～60
①郝艳伟.浅析我国国有企业薪酬体系,商场现代化,2009年,第14期：288～289
①盛志杰.关于国有企业工资管理改革的几点思考,内蒙古科技与经济,2009年,第13期：27
②张大方.对国有企业薪酬制度改革的探讨,商场现代化,2006年,第8期：243
①曹景龙.薪酬管理体系的设计与有效导入策略研究,北京邮电大学,2009
①张大方,对国有企业薪酬制度改革的探讨,商场现代化,2006年,第8期：243
①李新建,孟繁强,张立富.企业薪酬管理概论,2006年3月版：172～183
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[3]解进强,史春祥.薪酬管理实务,机械工业出版社,2008年8月：14
[4]彭剑锋.人力资源管理概论,复旦大学出版社,2007年7月：374
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[22]张大方.对国有企业薪酬制度改革的探讨,商场现代化,2006年,第8期：243
[23]乔治·T·米尔科维奇,杰里·M·纽曼,董克用译,薪目管理(第六版),中国人民大学出版社,2002年：4
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①相正求,花军刚.薪酬设计与实施,2008年10月：12～14
②解进强,史春祥.薪酬管理实务,2008年8月：14
③彭剑锋.人力资源管理概论,2007年7月：374
①曾湘泉.薪酬：宏观、微观与趋势,2006年5月：550～554
②张螺,李文玉.薪酬战略与管理理论的创新,社会科学辑刊,2003,9(3)：95～96
③陶莉,张力.薪酬管理,2007年7月：4
④李中斌,曹大友,章守明.薪酬管理理论与实务,2007年8月版：17
①叶正龙,周飞.企业人才激励与薪酬管理,企业技术开发,2006,第5期：66～68
②窦胜功,张兰霞,卢纪华.组织行为学教程.,2005第1版：75
①李新建,孟繁强,张立富.企业薪酬管理概论,2006年3月版：38～39
②马海燕.绩效薪酬管理体制实施的几个问题,上海综合经济,2004,10(9)：68～70
① Lioyed.L.ByarS,Leslie,W.et al..Human Rrsource Management(Seventh Edition),2005:31
①奚玉芹.金永红.企业薪酬与绩效管理体系设计,2004年2月：7～10
①韩兵,张德.国有企业工资制度改革,中国人力资源开发,2001年,第10期：57～58
①颜香梅.浅析企业的薪酬设计,科技信息,2009年,第36期：57～60
①郝艳伟.浅析我国国有企业薪酬体系,商场现代化,2009年,第14期：288～289
①盛志杰.关于国有企业工资管理改革的几点思考,内蒙古科技与经济,2009年,第13期：27
②张大方.对国有企业薪酬制度改革的探讨,商场现代化,2006年,第8期：243
①曹景龙.薪酬管理体系的设计与有效导入策略研究,北京邮电大学,2009
①张大方,对国有企业薪酬制度改革的探讨,商场现代化,2006年,第8期：243
①李新建,孟繁强,张立富.企业薪酬管理概论,2006年3月版：172～183
[1]袁圣东、胡晓晖,李正伟.《绩效与薪酬管理》,高等教育出版社,2007年6月：133
[2]相正求,花军刚.薪酬设计与实施,华东理工大学出版社,2008年10月：12～14
[3]解进强,史春祥.薪酬管理实务,机械工业出版社,2008年8月：14
[4]彭剑锋.人力资源管理概论,复旦大学出版社,2007年7月：374
[5]曾湘泉.薪酬：宏观、微观与趋势,中国人民大学出版社,2006年5月：550～554
[6]张螺,李文玉.薪酬战略与管理理论的创新,社会科学辑刊,2003,9(3)：95～96
[7]陶莉,张力.薪酬管理,清华大学出版社,2007年7月：4
[8]李中斌,曹大友,章守明.薪酬管理理论与实务,湖南师范大学出版社,2007年8月版：17
[9]叶正龙,周飞.企业人才激励与薪酬管理,企业技术开发,2006,第5期：66～68
[10]李新建,孟繁强,张立富.企业薪酬管理概论,中国人民大学出版社,2006年3月版：38～39
[11]马海燕.绩效薪酬管理体制实施的几个问题,上海综合经济,2004,10(9)：68～70
[12]Lioyed. L. ByarS, Leslie, W. et al.. Human Resource Management(Seventh Edition),2005:31
[13]奚玉芹,金永红.企业薪酬与绩效管理体系设计,机械工业出版社,2004年2
月：7～10
[14]NormanB. Sig, ArthurH. Bell. Communication for Managers (Sixth Edition), 1998:22-23
[15]祝赛君.工资收入分配,2001：28
[16]韩兵,张德.国有企业工资制度改革,中国人力资源开发,2001年,第10期：57～58
[17]郝艳伟.浅析我国国有企业薪酬体系,商场现代化,2009年,第14期：288～289
[18]彭连港,周笑竺.论现实国有企业薪酬制度的完善,中国商界,2009年,第10期：99
[19]颜香梅.浅析企业的薪酬设计,科技信息,2009年,第36期：57～60
[20]成晖.国企薪酬制度改革难点与途径,安庆师范学院学报(社会科学版),2003年5月,22(3)
[21]盛志杰.关于国有企业工资管理改革的几点思考,内蒙古科技与经济,2009年第13期：27
[22]张大方.对国有企业薪酬制度改革的探讨,商场现代化,2006年,第8期：243
[23]乔治·T·米尔科维奇,杰里·M·纽曼,董克用译,薪目管理(第六版),中国人民大学出版社,2002年：4
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