宁夏电信有限公司薪酬管理研究
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摘要
随着世界知识经济时代的到来,人力资源作为企业最重要的生产力,其管理的质量及发挥的程度越来越多地决定着企业竞争的胜负。如何建立健全企业的激励机制,充分调动员工积极性和创造性,激发员工的潜能,吸引、留住、激励和开发人才,提升企业持续发展的竞争力构成了企业人力资源管理的战略目标。在企业的激励机制中,科学、合理、高效的薪酬管理是企业最基本也是最重要的激励方式之一。
当前,宁夏电信有限公司处在市场竞争激烈、实施战略转型的关键时期,而员工队伍整体素质却难以满足公司发展的需要。薪酬管理工作上存在的一些欠缺和不足,使薪酬这一最基本也是最重要的激励方式没有真正发挥出调动员工积极性、激励员工提升素质、为公司创造价值的作用,在一定程度上阻碍了公司实施战略转型的步伐,制约了公司核心竞争力的提升。如何采取对策,完善薪酬管理,不断提高薪酬管理水平,充分发挥薪酬的激励作用,对宁夏电信有限公司顺利实现企业的战略转型目标具有非常重要的意义。本文正是基于此目的,运用现代科学的薪酬管理理论,对宁夏电信有限公司薪酬管理现状进行剖析,依据相关理论和方法提出了解决公司薪酬管理中存在问题的对策,为实际工作提供了实用的指导依据。
本论文主要完成以下三个方面的工作：
(1)在对宁夏电信有限公司薪酬管理研究背景进行阐述的基础上,提出了宁夏电信有限公司完善薪酬管理的重要性和必要性。
(2)给出了薪酬管理所涉及的相关概念以及理论方法。
(3)在对宁夏电信有限公司薪酬管理现状进行描述和分析的基础上,提出了完善对策。
在论文最后,总结了本论文的研究成果,同时也指出宁夏电信有限公司薪酬管理工作今后努力的方向和应做的工作。
With the arrival of the era of the knowledge-based economy, human resources acts as the most important business productivity, its management of quality and the extent determine more and more the outcome of enterprises competition.
How to establish and perfect an incentive mechanism, and fully mobilize the enthusiasm of the staff and creativity and stimulate staff's potential to attract, retain, motivate and develop talents, enhancing sustainable development of competitive enterprises constitutes a human resources management strategic objectives.
In the enterprise incentive mechanisms, scientific, reasonable, Efficient Salary Management is the most basic and the most important one of the incentives.
At present, Ningxia Telecom Ltd faces intense competition in the market, and the key strategic transformation period, but the overall quality of staff is hard to meet the needs of enterprise development.
Salary Management work in some gaps, bring salaries of the most fundamental and important incentives not really play motivate staff to raise the quality, create value for the enterprise role, a company in a timely and much-needed additional personnel, to some extent hindered the process of the transformation of enterprises, limiting the enterprise core competitiveness improved.It is a significance for Ningxia Telecom Ltd to achieve a smooth transition of their strategic objectives that how to take countermeasures to improve the salary management, and constantly improve the level of salary management and give full play to the incentive salary.
Based on this objective,this paper analyizes the salary management situation in Ningxia Telecom Limited by using modern scientific salary management theory, and according to the relevant theory and method of solution management companies pay the issues.and provided a useful basis for guidance for the actual work.
This paper completes the following three main areas:
(1) Based on the research of the salary management in Ningxia Telecom Limited,this paper proclaimed the importance and necessity of improving salary management.
(2) The paper is given the salary management concepts and theory.
(3) Based on the description and analysis of salary management in Ningxia Telecom Limited,the paper pointed out a sound response.
At the end of this paper,it summarizes the results of research, also pointed out Ningxia Telecom Limited salary management efforts in the direction of the future and should be done.
当前,宁夏电信有限公司处在市场竞争激烈、实施战略转型的关键时期,而员工队伍整体素质却难以满足公司发展的需要。薪酬管理工作上存在的一些欠缺和不足,使薪酬这一最基本也是最重要的激励方式没有真正发挥出调动员工积极性、激励员工提升素质、为公司创造价值的作用,在一定程度上阻碍了公司实施战略转型的步伐,制约了公司核心竞争力的提升。如何采取对策,完善薪酬管理,不断提高薪酬管理水平,充分发挥薪酬的激励作用,对宁夏电信有限公司顺利实现企业的战略转型目标具有非常重要的意义。本文正是基于此目的,运用现代科学的薪酬管理理论,对宁夏电信有限公司薪酬管理现状进行剖析,依据相关理论和方法提出了解决公司薪酬管理中存在问题的对策,为实际工作提供了实用的指导依据。
本论文主要完成以下三个方面的工作：
(1)在对宁夏电信有限公司薪酬管理研究背景进行阐述的基础上,提出了宁夏电信有限公司完善薪酬管理的重要性和必要性。
(2)给出了薪酬管理所涉及的相关概念以及理论方法。
(3)在对宁夏电信有限公司薪酬管理现状进行描述和分析的基础上,提出了完善对策。
在论文最后,总结了本论文的研究成果,同时也指出宁夏电信有限公司薪酬管理工作今后努力的方向和应做的工作。
With the arrival of the era of the knowledge-based economy, human resources acts as the most important business productivity, its management of quality and the extent determine more and more the outcome of enterprises competition.
How to establish and perfect an incentive mechanism, and fully mobilize the enthusiasm of the staff and creativity and stimulate staff's potential to attract, retain, motivate and develop talents, enhancing sustainable development of competitive enterprises constitutes a human resources management strategic objectives.
In the enterprise incentive mechanisms, scientific, reasonable, Efficient Salary Management is the most basic and the most important one of the incentives.
At present, Ningxia Telecom Ltd faces intense competition in the market, and the key strategic transformation period, but the overall quality of staff is hard to meet the needs of enterprise development.
Salary Management work in some gaps, bring salaries of the most fundamental and important incentives not really play motivate staff to raise the quality, create value for the enterprise role, a company in a timely and much-needed additional personnel, to some extent hindered the process of the transformation of enterprises, limiting the enterprise core competitiveness improved.It is a significance for Ningxia Telecom Ltd to achieve a smooth transition of their strategic objectives that how to take countermeasures to improve the salary management, and constantly improve the level of salary management and give full play to the incentive salary.
Based on this objective,this paper analyizes the salary management situation in Ningxia Telecom Limited by using modern scientific salary management theory, and according to the relevant theory and method of solution management companies pay the issues.and provided a useful basis for guidance for the actual work.
This paper completes the following three main areas:
(1) Based on the research of the salary management in Ningxia Telecom Limited,this paper proclaimed the importance and necessity of improving salary management.
(2) The paper is given the salary management concepts and theory.
(3) Based on the description and analysis of salary management in Ningxia Telecom Limited,the paper pointed out a sound response.
At the end of this paper,it summarizes the results of research, also pointed out Ningxia Telecom Limited salary management efforts in the direction of the future and should be done.
引文
1.廖三余,曹会勇,刘兴倍.人力资源管理[M],北京：清华大学出版社,2006,255-266
2.张德.人力资源开发与管理(第二版)[M],北京：清华大学出版社,2001,243-248
3.张岳.让每一份薪酬都创造价值[M],北京：中国经济出版社,2006
4.刘洪.薪酬管理[M],北京：北京师范大学出版社,2007
5.文跃然.薪酬管理原理[M],上海：复旦大学,2005.3
6.贾斌.人员素质与能力测评[M],北京：电子工业出版社,2006
7.周金泉.知识经济时代人力资源开发[M],北京：经济管理出版社,2004
8.石峰.人本管理—激活人力资源[M],北京：中国物资出版社,2004
9.郑晓明,吴志明.工作分析实务手册,北京：机械工业出版社,2002
10.邹东涛.哈佛模式.人力资源管理,北京：人民日报出版社,2004
11.鲁志军.F公司薪酬设计攻略[J],人力资源,2006,7期：64-66
12.刘兴阳.投资人才放眼未来[J],人力资源HR经理人,2006,6期：10-18
13.高强.绩效沟通先后要下四步棋[J],人力资源开发与管理,2005,9期：18-20
14.郑任,郑丽兰.化战略为行动[J],人力资源,2006,6期：28-30
15.徐礼平,彭正龙.薪酬设计—巧让薪酬传信息[J],人力资源开发与管理,2005,10期：45-48
16.周禹.拷问能力薪酬[J],人力资源HR经理人,2006,7期：6-11
17.张登印.差距悖论—国企薪酬改革难题解析[J],人力资源开发与管理,2005,5期：65-66
18.李祖滨.加薪,该怎样做[J],人力资源HR经理人,2006,2期：56-59
19.文跃然.让薪酬变革走向成功[J],人力资源HR经理人,2006,2期：44-46
20.章发旺.宽带薪酬,拿什么实现内部公平[J],人力资源,2006,8期：68-69
21.胡鹏.你的薪酬体系怎么样?[J],人力资源HR经理人,2006,11期：57-60
22.张玲.能力薪酬体系设计的关键技术[J],商业研究,2006,16期：45-47
23.张敏.KPI设计思路及实践[J],中华企训网,2006,10
24.李林.岗位分析的操作[J],中国人力资源开发网,2004,2
25.曾庆学,师晓华.现代薪酬管理发展的新趋势,中国人力资源开发网,2004, 8
26.周学军.公平理论在薪酬管理中的应用,薪酬管理精品课程网,2006,5
27.于立宏,邓光汉.基于能力的薪酬方案及其设计,薪酬管理精品课程网,2006,5
2.张德.人力资源开发与管理(第二版)[M],北京：清华大学出版社,2001,243-248
3.张岳.让每一份薪酬都创造价值[M],北京：中国经济出版社,2006
4.刘洪.薪酬管理[M],北京：北京师范大学出版社,2007
5.文跃然.薪酬管理原理[M],上海：复旦大学,2005.3
6.贾斌.人员素质与能力测评[M],北京：电子工业出版社,2006
7.周金泉.知识经济时代人力资源开发[M],北京：经济管理出版社,2004
8.石峰.人本管理—激活人力资源[M],北京：中国物资出版社,2004
9.郑晓明,吴志明.工作分析实务手册,北京：机械工业出版社,2002
10.邹东涛.哈佛模式.人力资源管理,北京：人民日报出版社,2004
11.鲁志军.F公司薪酬设计攻略[J],人力资源,2006,7期：64-66
12.刘兴阳.投资人才放眼未来[J],人力资源HR经理人,2006,6期：10-18
13.高强.绩效沟通先后要下四步棋[J],人力资源开发与管理,2005,9期：18-20
14.郑任,郑丽兰.化战略为行动[J],人力资源,2006,6期：28-30
15.徐礼平,彭正龙.薪酬设计—巧让薪酬传信息[J],人力资源开发与管理,2005,10期：45-48
16.周禹.拷问能力薪酬[J],人力资源HR经理人,2006,7期：6-11
17.张登印.差距悖论—国企薪酬改革难题解析[J],人力资源开发与管理,2005,5期：65-66
18.李祖滨.加薪,该怎样做[J],人力资源HR经理人,2006,2期：56-59
19.文跃然.让薪酬变革走向成功[J],人力资源HR经理人,2006,2期：44-46
20.章发旺.宽带薪酬,拿什么实现内部公平[J],人力资源,2006,8期：68-69
21.胡鹏.你的薪酬体系怎么样?[J],人力资源HR经理人,2006,11期：57-60
22.张玲.能力薪酬体系设计的关键技术[J],商业研究,2006,16期：45-47
23.张敏.KPI设计思路及实践[J],中华企训网,2006,10
24.李林.岗位分析的操作[J],中国人力资源开发网,2004,2
25.曾庆学,师晓华.现代薪酬管理发展的新趋势,中国人力资源开发网,2004, 8
26.周学军.公平理论在薪酬管理中的应用,薪酬管理精品课程网,2006,5
27.于立宏,邓光汉.基于能力的薪酬方案及其设计,薪酬管理精品课程网,2006,5