研发人员报酬体系设计及其应用
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摘要
随着经济全球化和知识经济的到来，以及以网络信息技术为代表的技术革命迅猛发展，知识与技术的更新步伐正在大大加快，同时科技成果正在以巨大的规模和速度转化为现实的生产力。在这个大背景下，我国企业，特别是科技型企业对技术实力和研发人员的重视得到了进一步的提高。对科技型企业而言，研发人员已经成为企业最重要的资源。
报酬管理是企业人力资源管理中的重要环节，由于报酬涉及到企业员工的切身利益，所以报酬问题也是企业管理者与员工最关心的焦点问题之一。科技型企业未来的发展目标主要靠企业的研发人员来实现，所以尽快建立起一套科学的、系统的、具有激励性的研发人员报酬体系势在必行。本文正是从这个角度出发，通过对报酬理论、报酬体系和研发人员管理特点的研究，试图为企业研发人员设计出一套适合研发人员特点的报酬体系。
本文首先对相关文献进行了综述，其中包括报酬的定义和功能、有关工资的经典理论、报酬体系研究综述、研发人员的管理特点以及国内外企业研发人员报酬管理借鉴等；然后本文对研发人员报酬体系设计进行了研究，将报酬体系设计分为物质报酬体系设计和精神报酬体系设计两部分，分别对工资结构、技术等级工资、企业文化建设和职业生涯规划进行了讨论。
基于上述的研究成果，本文在最后以GL电器研究所为例对研发人员的报酬体系设计进行了实证研究。本文首先分析了该所管理现状，然后对研发人员实施了问卷调查，在对调查结果分析的基础上对研发人员的物质报酬体系和精神报酬体系进行了分别设计。
With the economy globalization and coming of the knowledge-based economy and the rapid development of the technological revolution represented by the internet information technology, the renewal pace of the knowledge and technology is largely accelerated, and then the scientific results are being converted to real productivity on a tremendous scale and speed. Under such a background, the domestic enterprises, especially the technology firms, attach more importance to the technological strength and the research fellows. For technology firms, the research fellows have become the key resources.
Reward management is an important link of the enterprise' human resource management. The reward problem is one of the focuses both operators and employees of the firms are concerned about because it concerns the interests of the employees. Whether the future development aim of technology firms can be achieved mainly depends upon the research fellows, so it is very necessary to establish a set of scientific, systematic and inspirational reward system for them. It is from this angle that this paper tries to design a reward system applicable to the research fellows through the study to reward theories, reward systems and characters of research fellows management.
At the very beginning of the paper, the author summarizes the relevant literature, including the definition and function of reward, the classic theories about salary, reward system theory, the characteristics of research fellows management and the reference for reward management of research fellows in domestic and foreign enterprises; then the author researches the design of reward system, dividing it into material reward design and spirit reward design. And then the author respectively discusses the problems of salary structure, technology grade salary, construction of enterprise culture and professional career program.
Finally, based on the research conclusion, the author takes GL Electric-Apparatus Institute as the example to do the positive research to the reward system design for research fellows. The author analyses the current situation of the firm and then conducts the survey by questionnaire to the research fellows of the case firm. At the end of the paper, based on above results, the author designs respectively the material reward system and the spirit reward system of research fellows in technology firms.
报酬管理是企业人力资源管理中的重要环节，由于报酬涉及到企业员工的切身利益，所以报酬问题也是企业管理者与员工最关心的焦点问题之一。科技型企业未来的发展目标主要靠企业的研发人员来实现，所以尽快建立起一套科学的、系统的、具有激励性的研发人员报酬体系势在必行。本文正是从这个角度出发，通过对报酬理论、报酬体系和研发人员管理特点的研究，试图为企业研发人员设计出一套适合研发人员特点的报酬体系。
本文首先对相关文献进行了综述，其中包括报酬的定义和功能、有关工资的经典理论、报酬体系研究综述、研发人员的管理特点以及国内外企业研发人员报酬管理借鉴等；然后本文对研发人员报酬体系设计进行了研究，将报酬体系设计分为物质报酬体系设计和精神报酬体系设计两部分，分别对工资结构、技术等级工资、企业文化建设和职业生涯规划进行了讨论。
基于上述的研究成果，本文在最后以GL电器研究所为例对研发人员的报酬体系设计进行了实证研究。本文首先分析了该所管理现状，然后对研发人员实施了问卷调查，在对调查结果分析的基础上对研发人员的物质报酬体系和精神报酬体系进行了分别设计。
With the economy globalization and coming of the knowledge-based economy and the rapid development of the technological revolution represented by the internet information technology, the renewal pace of the knowledge and technology is largely accelerated, and then the scientific results are being converted to real productivity on a tremendous scale and speed. Under such a background, the domestic enterprises, especially the technology firms, attach more importance to the technological strength and the research fellows. For technology firms, the research fellows have become the key resources.
Reward management is an important link of the enterprise' human resource management. The reward problem is one of the focuses both operators and employees of the firms are concerned about because it concerns the interests of the employees. Whether the future development aim of technology firms can be achieved mainly depends upon the research fellows, so it is very necessary to establish a set of scientific, systematic and inspirational reward system for them. It is from this angle that this paper tries to design a reward system applicable to the research fellows through the study to reward theories, reward systems and characters of research fellows management.
At the very beginning of the paper, the author summarizes the relevant literature, including the definition and function of reward, the classic theories about salary, reward system theory, the characteristics of research fellows management and the reference for reward management of research fellows in domestic and foreign enterprises; then the author researches the design of reward system, dividing it into material reward design and spirit reward design. And then the author respectively discusses the problems of salary structure, technology grade salary, construction of enterprise culture and professional career program.
Finally, based on the research conclusion, the author takes GL Electric-Apparatus Institute as the example to do the positive research to the reward system design for research fellows. The author analyses the current situation of the firm and then conducts the survey by questionnaire to the research fellows of the case firm. At the end of the paper, based on above results, the author designs respectively the material reward system and the spirit reward system of research fellows in technology firms.
引文
[1] [美]加里·德斯勒著．人力资源管理．北京：中国人民大学出版社，1999
[2] 王学力．企业薪酬设计与管理．广州：广东经济出版社，2002
[3] R·韦恩·蒙迪、罗伯特·M·诺埃．人力资源管理．北京：经济科学出版社，1999
[4] Balkin, D. B. Gomez-Mejia. Matching Compensation and Organizational Strategies. Strategic Management Journal, 1990, (11): 153-169
[5] Lance, Dorothy. The Compensation Handbook 4th. McGraw Hill,USA, 1999
[6] Mahoney, Thomas A. Multiple Pay Contingencies: Strategic Design Of Compensation. Human Resource Management, 1989, 28:3-7
[7] Gomez-Mejia, L.R.Balkin. Compensation Organization Strategy And Firm Performance. Ohio: South Western Publishing Co. 1992
[8] 亚当·斯密．国民财富的性质和原因的研究．北京：商务出版社，1997
[9] 马歇尔．政治经济学原理(下卷)．北京：商务印书馆，1981
[10] 李新建．企业雇员薪酬福利．北京：经济管理出版社，1999
[11] 李嘉图．政治经济学及赋税原理．北京：商务印书馆，1981
[12] David P. Lepak, Scoti A. SnelL Virtual HR: Strategic Human Resource Management in 21st Century. Human Resource Management Review, 1998, 8(3): 215-234
[13] R. Bradley Hill. How to Design a Pay-for-Skills-Used Program. Journal of Compensation & Benefits, 1993, 9(2):32-39
[14] [美]迈克尔，比尔等著，程化，潘洁夫译．管理人力资本．北京：华夏出版社，1998
[15] Chris Anton Paus. Employers Find Non-Traditional Approaches to Pay Their Workers. Kansas City Business Journal, 1996, 18(14):14-16
[16] 彭剑锋，张望军．如何激励知识型员工．中国人力资源开发，1999，(9)：12-14
[17] 覃勤．高新技术产业人力资源的开发与管理．科技人才市场，2002，(4)：48-50
[18] 刘志虹，廖继胜．高科技中小企业如何强化人力资源管理．华东交通大学学报，2002，19(6)：31-32
[19] 李爱梅，肖胜．员工激励与企业创富．北京：中国纺织出版社，2003
[20] Perrewe Pamela L, Kacmar K Michele. Strategic Human Resource Management.
1993, The Dryden Press.
[21] Gomez-Mejia, L.R. Compensation, Organizational Strategy, and Firm Performance. 1992, South-Western Publishing Co.
[22] Buchko. Employee Ownership, Attitudes, and Turnover: An Empirical Assessment. Human Relations, 1992, 145(7): 711-733.
[23] 斯蒂芬·P·罗宾斯．管理学．北京：中国人民大学出版社，1999
[24] J. Lawlen Pay and Organization Development. 1991, Addison-Wesley Publishing Company
[25] 余凯成，程文文，陈维政．人力资源管理．大连：大连理工大学出版社，1999
[26] 余晓明，刘平良，浅析以人为本的薪酬制度体系．企业活力，2003，(1)：48-49
[27] 赵祥宇，袁伦渠．薪酬设计与激励．中国人力资源开发，2001，(9)：27-29
[28] 池临封、张丰．双因素激励理论及其实现机制的新理解．湖州师范学院学报，2002，24(2)：97-99
[29] Milkovich. A Strategic Perspective on compensation Management. Research in Personnel. Human Resource Management, 1998, 6:263-288
[30] 江竹兵．二次创业中的民企薪酬再设计．科学学与科学技术管理，2003，24(1)：107-109
[31] 胡勇，余琛．薪酬效能研究综述．企业经济，2002，(12)：96-97
[32] Gary Dessler. 人力资源管理．北京：中国人民大学出版社，2000
[33] 吴金椿．关键绩效指标与企业绩效管理．企业经济，2000，(12)：31-33
[34] 卿建中．KPI考核-企业绩效管理的基础．IT经理世界，2002，(1)：41-42
[35] 姜岩，林泽炎，陈红编著．企业文化建设与高效管理．广州：广东经济出版社，2002
[36] 王梅英．薪资调查与调整．中国人力资源开发，2001，(1)：35-36
[37] 罗慧生．企业如何建立合理的薪酬体系．经营与管理，2002，(12)：37-38
[38] 谢礼珊．战略薪酬制度设计．上海企业，2002，(4)：27-30
[39] 杨东涛，朱武生．激励性薪酬体系设计．人力资源开发与管理，2001，(10)：13-15
[40] Hom, Halin. Effectiveness of performance feedback from behaviorally anchored rating scales. Journal of Applied Psychology, 1991, 67, 568-576.
[41] 姜岩，林泽炎，陈红．企业文化建设与高效管理．广州：广东经济出版社，2002
[2] 王学力．企业薪酬设计与管理．广州：广东经济出版社，2002
[3] R·韦恩·蒙迪、罗伯特·M·诺埃．人力资源管理．北京：经济科学出版社，1999
[4] Balkin, D. B. Gomez-Mejia. Matching Compensation and Organizational Strategies. Strategic Management Journal, 1990, (11): 153-169
[5] Lance, Dorothy. The Compensation Handbook 4th. McGraw Hill,USA, 1999
[6] Mahoney, Thomas A. Multiple Pay Contingencies: Strategic Design Of Compensation. Human Resource Management, 1989, 28:3-7
[7] Gomez-Mejia, L.R.Balkin. Compensation Organization Strategy And Firm Performance. Ohio: South Western Publishing Co. 1992
[8] 亚当·斯密．国民财富的性质和原因的研究．北京：商务出版社，1997
[9] 马歇尔．政治经济学原理(下卷)．北京：商务印书馆，1981
[10] 李新建．企业雇员薪酬福利．北京：经济管理出版社，1999
[11] 李嘉图．政治经济学及赋税原理．北京：商务印书馆，1981
[12] David P. Lepak, Scoti A. SnelL Virtual HR: Strategic Human Resource Management in 21st Century. Human Resource Management Review, 1998, 8(3): 215-234
[13] R. Bradley Hill. How to Design a Pay-for-Skills-Used Program. Journal of Compensation & Benefits, 1993, 9(2):32-39
[14] [美]迈克尔，比尔等著，程化，潘洁夫译．管理人力资本．北京：华夏出版社，1998
[15] Chris Anton Paus. Employers Find Non-Traditional Approaches to Pay Their Workers. Kansas City Business Journal, 1996, 18(14):14-16
[16] 彭剑锋，张望军．如何激励知识型员工．中国人力资源开发，1999，(9)：12-14
[17] 覃勤．高新技术产业人力资源的开发与管理．科技人才市场，2002，(4)：48-50
[18] 刘志虹，廖继胜．高科技中小企业如何强化人力资源管理．华东交通大学学报，2002，19(6)：31-32
[19] 李爱梅，肖胜．员工激励与企业创富．北京：中国纺织出版社，2003
[20] Perrewe Pamela L, Kacmar K Michele. Strategic Human Resource Management.
1993, The Dryden Press.
[21] Gomez-Mejia, L.R. Compensation, Organizational Strategy, and Firm Performance. 1992, South-Western Publishing Co.
[22] Buchko. Employee Ownership, Attitudes, and Turnover: An Empirical Assessment. Human Relations, 1992, 145(7): 711-733.
[23] 斯蒂芬·P·罗宾斯．管理学．北京：中国人民大学出版社，1999
[24] J. Lawlen Pay and Organization Development. 1991, Addison-Wesley Publishing Company
[25] 余凯成，程文文，陈维政．人力资源管理．大连：大连理工大学出版社，1999
[26] 余晓明，刘平良，浅析以人为本的薪酬制度体系．企业活力，2003，(1)：48-49
[27] 赵祥宇，袁伦渠．薪酬设计与激励．中国人力资源开发，2001，(9)：27-29
[28] 池临封、张丰．双因素激励理论及其实现机制的新理解．湖州师范学院学报，2002，24(2)：97-99
[29] Milkovich. A Strategic Perspective on compensation Management. Research in Personnel. Human Resource Management, 1998, 6:263-288
[30] 江竹兵．二次创业中的民企薪酬再设计．科学学与科学技术管理，2003，24(1)：107-109
[31] 胡勇，余琛．薪酬效能研究综述．企业经济，2002，(12)：96-97
[32] Gary Dessler. 人力资源管理．北京：中国人民大学出版社，2000
[33] 吴金椿．关键绩效指标与企业绩效管理．企业经济，2000，(12)：31-33
[34] 卿建中．KPI考核-企业绩效管理的基础．IT经理世界，2002，(1)：41-42
[35] 姜岩，林泽炎，陈红编著．企业文化建设与高效管理．广州：广东经济出版社，2002
[36] 王梅英．薪资调查与调整．中国人力资源开发，2001，(1)：35-36
[37] 罗慧生．企业如何建立合理的薪酬体系．经营与管理，2002，(12)：37-38
[38] 谢礼珊．战略薪酬制度设计．上海企业，2002，(4)：27-30
[39] 杨东涛，朱武生．激励性薪酬体系设计．人力资源开发与管理，2001，(10)：13-15
[40] Hom, Halin. Effectiveness of performance feedback from behaviorally anchored rating scales. Journal of Applied Psychology, 1991, 67, 568-576.
[41] 姜岩，林泽炎，陈红．企业文化建设与高效管理．广州：广东经济出版社，2002