大庆绿茵健康食品有限公司绩效考核与薪酬体系设计
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摘要
企业的竞争，归根结底是人才的竞争，人力资源成为企业生存和发展的第一资源。面对日益激烈的市场竞争环境，企业如何通过设计、维系及调整组织内部的人力资源管理体系，特别是绩效考核与薪酬体系，来吸引人才、留住人才以及充分发挥组织中现有人才的潜力，已成为现代企业兴衰成败的关键，同时也对现代企业人力资源管理工作提出了新的要求。因此，绩效考核和薪酬问题已成为企业管理，特别是人力资源管理的核心问题。
本文首先对大庆绿茵公司绩效考核与薪酬体系现状进行了分析，找出了其存在的主要问题；在此基础上，运用现代人力资源管理中一些先进的绩效考核与薪酬体系设计技术和方法探索并建立了与市场经济相适应的绩效考核与薪酬体系。在绩效考核体系设计过程中，运用平衡计分卡和关键业绩指标针对不同级别的不同部门设计了不同的考核表，在关键业绩指标和指标权重的确定方面采用了问卷调查法，使全员都参与到绩效考核的体系设计当中，这样以来在绩效考核的实施过程中更容易实施和贯彻；在薪酬体系设计过程中，由于职位评估是整个薪酬体系的基础，本文针对操作工和管理人员分别采用了评分法和三要素法重新进行了评估，这样使薪酬体系的设计更加合理更加科学；针对于现在其它一些公司“只考核，不应用”的现象，本文又提出将绩效考核成果充分有效地应用到薪酬当中去，使绩效考核发挥最大的作用。整个体系设计都紧紧围绕着绿茵公司的发展战略，使每一步骤都有的放矢。
本文着重于理论与实际的结合，设计过程中注意方法的使用，并没有单一选择一种方法，而是针对大庆绿茵公司实际情况采用多种方法的有机结合，设计出更精确和准确的绩效考核和薪酬体系。使公司有限的人力资源发挥最大的作用。希望能够为中小企业在绩效考核和薪酬管理方面提供依据和参考。
To some extent, competition among enterprises is subject to their competition for human resource. Human resource has become the prime factor that determines enterprises' existence and development. Facing the more and more complicated environment, enterprises must attract, hold, and make full use of talents by designing and adjusting the human resource system, especially the compensation and performance appraisal system. Modern enterprises cannot achieve prosperity unless they own perfect compensation and performance appraisal system, which has become the key aspects of human resource management and raised the standard of human resource management.
At first, this thesis analyzes the current compensation and performance appraisal system of Daqing Greenland Health Co. Ltd and has found out its subject matter existing. On this basis, thesis used some advanced technique and method to set up compensation and performance appraisal system conforming to market economy. While the system of the compensation is designed, the position appraisal is the foundation of the compensation system. This thesis has adopted point system and three key element laws and assessed again respectively to operating workers and administrative staff. It makes the compensation system more rational and science .While the performance appraisal system is designed, the thesis used the BSC and KPI and designed different appraisal form for different departments and ranks. This thesis has adopted the investigation method of the questionnaire in the KPI and the weight of index. This method makes whole staff participate in the designing of the performance appraisal, so as to implement and carry
out the plan easily. There is a phenomenon, "Only appraisal, not application" in some company. This thesis puts forward to apply the performance achievement in compensation system effectively, to make the performance achievement play a biggest role. In the whole designing of system, the development strategy of the company is the core.
This thesis focuses on the combination of theory and practice, pays
attention to the use of the method in the design process. In the course of using methods, there is not a kind of method of single choice, but many kinds of methods are used to design more accurate compensation and performance appraisal system combining the reality of company. Let limited human resources of the company play a biggest role. Hope to provide references of the compensation and performance appraisal for the small and medium-sized enterprise.
本文首先对大庆绿茵公司绩效考核与薪酬体系现状进行了分析，找出了其存在的主要问题；在此基础上，运用现代人力资源管理中一些先进的绩效考核与薪酬体系设计技术和方法探索并建立了与市场经济相适应的绩效考核与薪酬体系。在绩效考核体系设计过程中，运用平衡计分卡和关键业绩指标针对不同级别的不同部门设计了不同的考核表，在关键业绩指标和指标权重的确定方面采用了问卷调查法，使全员都参与到绩效考核的体系设计当中，这样以来在绩效考核的实施过程中更容易实施和贯彻；在薪酬体系设计过程中，由于职位评估是整个薪酬体系的基础，本文针对操作工和管理人员分别采用了评分法和三要素法重新进行了评估，这样使薪酬体系的设计更加合理更加科学；针对于现在其它一些公司“只考核，不应用”的现象，本文又提出将绩效考核成果充分有效地应用到薪酬当中去，使绩效考核发挥最大的作用。整个体系设计都紧紧围绕着绿茵公司的发展战略，使每一步骤都有的放矢。
本文着重于理论与实际的结合，设计过程中注意方法的使用，并没有单一选择一种方法，而是针对大庆绿茵公司实际情况采用多种方法的有机结合，设计出更精确和准确的绩效考核和薪酬体系。使公司有限的人力资源发挥最大的作用。希望能够为中小企业在绩效考核和薪酬管理方面提供依据和参考。
To some extent, competition among enterprises is subject to their competition for human resource. Human resource has become the prime factor that determines enterprises' existence and development. Facing the more and more complicated environment, enterprises must attract, hold, and make full use of talents by designing and adjusting the human resource system, especially the compensation and performance appraisal system. Modern enterprises cannot achieve prosperity unless they own perfect compensation and performance appraisal system, which has become the key aspects of human resource management and raised the standard of human resource management.
At first, this thesis analyzes the current compensation and performance appraisal system of Daqing Greenland Health Co. Ltd and has found out its subject matter existing. On this basis, thesis used some advanced technique and method to set up compensation and performance appraisal system conforming to market economy. While the system of the compensation is designed, the position appraisal is the foundation of the compensation system. This thesis has adopted point system and three key element laws and assessed again respectively to operating workers and administrative staff. It makes the compensation system more rational and science .While the performance appraisal system is designed, the thesis used the BSC and KPI and designed different appraisal form for different departments and ranks. This thesis has adopted the investigation method of the questionnaire in the KPI and the weight of index. This method makes whole staff participate in the designing of the performance appraisal, so as to implement and carry
out the plan easily. There is a phenomenon, "Only appraisal, not application" in some company. This thesis puts forward to apply the performance achievement in compensation system effectively, to make the performance achievement play a biggest role. In the whole designing of system, the development strategy of the company is the core.
This thesis focuses on the combination of theory and practice, pays
attention to the use of the method in the design process. In the course of using methods, there is not a kind of method of single choice, but many kinds of methods are used to design more accurate compensation and performance appraisal system combining the reality of company. Let limited human resources of the company play a biggest role. Hope to provide references of the compensation and performance appraisal for the small and medium-sized enterprise.
引文
[1] 杨剑、白云等人编著，激励导向的薪酬设计，中国纺织出版社。
[2] 何燕珍，企业薪酬管理发展脉络考察，外国经济与管理
[3] 武欣编著，绩效管理实务手册，机械出版社
[4] 王学力编，企业薪酬设计与管理，广东经济出版社
[5] 谌新民，张帆主编，薪酬设计技巧，广东经济出版社
[6] 刘昕著，薪酬管理，中国人民大学出版社
[7] 约翰。E。特鲁普曼著，刘吉、张国华主编，薪酬方案—如何制定员工激励机制，上海交通大学出版社。
[8] 张建国编著，薪酬体系设计结构化设计方法，北京工业大学出版社
[9] 刘韬编著，绩效考评操作实务。郑州：河南人民出版社
[10] 斯帝芬。罗宾斯著，组织行为学(第七版)，中国人民大学出版社
[11] 瘳泉文主编，人力资源考评系统，山东人民出版社
[12] 付亚和、徐芳、张孝宇主编，中小企业人力资源管理，中国经济出版社
[13] 冉斌编著，薪酬设计与管理，海天出版社
[14] 李严锋、麦凯编著，薪酬管理，东北财经大学出版社
[15] 王继承著，绩效考核操作实务，广东经济出版社
[16] 陈历译，绩效评估，长春：长春出版社
[17] 余凯成，现代人力资源管理，东北大学出版社
[18] Hank Williams，Managing people，中国人民大学出版社，1997
[19] 储企华主编，现代企业绩效管理，2002，文汇出版社
[20] 虞文钧主编，企业诊断，上海财经大学出版社
[21] 加里·德斯勒，人力资源管理，中国人民出版社
[22] 廖小青何家汉主编，员工绩效管理系统的设计实施，华南理工大学出版社
[23] Michael Armstrong and Angela Baronl, Performance Management, London: The Crowell Press
[24] Kenneth P. Carson, Robert I. Cardy, and Gregory H. Dobbins, Upgrade the Employee Evaluation Process, HR Magazine (November 1992)
[25] Clive Fletcher, Appraisal: An Idea Whose Time Has Gone, Personnel Management (September 1993)
[26] Charles Lee, Smoothing out Appraisal System, HR Magazine(March 1990)
[27] Richard Payne, 3P Model, William M. Mercer
[28] P.A. Samuson. Economics. 14th Edition, McGran-Hill, 1992
[29] Willian E Samuelson, Stephen G., Managerial Economics. The Dryden Press. 1992
[30] Dominick Salvatore. Managerial Economics. McGraw-Hill, 1993
[31] R.Handbook of Project-Based Management McGraw-Hill, 1993
[32] Evan J. Douglas. Managerial Economics Analysis and Strategy. Prentico-Hall, 1992
[33] Wayne F.Casio, Managing Human Resource, McGraw-Hill, 1995
[34] Hary Dessler, Human Resouce Management, Prentice-Hall International, Inc. 1997
[2] 何燕珍，企业薪酬管理发展脉络考察，外国经济与管理
[3] 武欣编著，绩效管理实务手册，机械出版社
[4] 王学力编，企业薪酬设计与管理，广东经济出版社
[5] 谌新民，张帆主编，薪酬设计技巧，广东经济出版社
[6] 刘昕著，薪酬管理，中国人民大学出版社
[7] 约翰。E。特鲁普曼著，刘吉、张国华主编，薪酬方案—如何制定员工激励机制，上海交通大学出版社。
[8] 张建国编著，薪酬体系设计结构化设计方法，北京工业大学出版社
[9] 刘韬编著，绩效考评操作实务。郑州：河南人民出版社
[10] 斯帝芬。罗宾斯著，组织行为学(第七版)，中国人民大学出版社
[11] 瘳泉文主编，人力资源考评系统，山东人民出版社
[12] 付亚和、徐芳、张孝宇主编，中小企业人力资源管理，中国经济出版社
[13] 冉斌编著，薪酬设计与管理，海天出版社
[14] 李严锋、麦凯编著，薪酬管理，东北财经大学出版社
[15] 王继承著，绩效考核操作实务，广东经济出版社
[16] 陈历译，绩效评估，长春：长春出版社
[17] 余凯成，现代人力资源管理，东北大学出版社
[18] Hank Williams，Managing people，中国人民大学出版社，1997
[19] 储企华主编，现代企业绩效管理，2002，文汇出版社
[20] 虞文钧主编，企业诊断，上海财经大学出版社
[21] 加里·德斯勒，人力资源管理，中国人民出版社
[22] 廖小青何家汉主编，员工绩效管理系统的设计实施，华南理工大学出版社
[23] Michael Armstrong and Angela Baronl, Performance Management, London: The Crowell Press
[24] Kenneth P. Carson, Robert I. Cardy, and Gregory H. Dobbins, Upgrade the Employee Evaluation Process, HR Magazine (November 1992)
[25] Clive Fletcher, Appraisal: An Idea Whose Time Has Gone, Personnel Management (September 1993)
[26] Charles Lee, Smoothing out Appraisal System, HR Magazine(March 1990)
[27] Richard Payne, 3P Model, William M. Mercer
[28] P.A. Samuson. Economics. 14th Edition, McGran-Hill, 1992
[29] Willian E Samuelson, Stephen G., Managerial Economics. The Dryden Press. 1992
[30] Dominick Salvatore. Managerial Economics. McGraw-Hill, 1993
[31] R.Handbook of Project-Based Management McGraw-Hill, 1993
[32] Evan J. Douglas. Managerial Economics Analysis and Strategy. Prentico-Hall, 1992
[33] Wayne F.Casio, Managing Human Resource, McGraw-Hill, 1995
[34] Hary Dessler, Human Resouce Management, Prentice-Hall International, Inc. 1997