舜华鸭业发展有限责任公司薪酬管理研究
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摘要
薪酬管理作为实现企业效益的有效手段,是企业人力资源管理的核心。市场竞争的加剧,需要企业努力激发员工的积极性和创造性,提高企业绩效。建立一套合理、并行之有效的薪酬管理制度,从而客观、公正、公平地报偿为企业做出贡献的员工,既有利于保证员工从薪酬中获得经济上、心理上的满足,又有利于企业的长足发展。
舜华鸭业公司是国家农业产业化重点龙头企业。今年来面临人才难引进难留住的困境,调查发现,这与其薪酬制度有关。现行薪酬管理体系存在一些问题:对薪酬管理工作认识不足;薪酬战略不适应公司的总体发展思路;薪酬理念缺乏创新精神;薪酬管理方式单一,且激励作用有限;忽视内在薪酬管理。新的薪酬管理体系优化设计以公司的发展战略为导向,突出完善激励机制、实现公平分配、提升人力效益等原则,对公司职位岗位分析测评,对员工实行分类,形成职位薪酬等级系列,设计了基本薪酬和绩效薪酬考核体系,同时对包括福利在内的间接薪酬、内在薪酬也进行了优化设计。通过立体的、多形式的物质性和非物质性激励措施,满足员工的各种需要,提高员工的薪酬满意度。为了新构建的薪酬管理体系顺利实施,舜华鸭业公司应提高公司领导对薪酬管理的重视,加强公司内部的宣传教育,建立完善薪酬管理制度,致力公司的企业文化建设。
舜华鸭业公司新的薪酬体系将有助于提高员工满意度,打造一支有力的团队,促进内部竞争,提高企业效率。舜华鸭业公司的薪酬管理也应随着企业的发展而不断地完善与优化。
As an effective method of achieving benefit, compensation management is the core of human resource management to enterprises. The exacerbated market competition requires the enterprises to motivate their staffs’initiative as well as creative, so as to boost Enterprise Performance. It is not only propitious to ensure that staffs can be satisfied financially and psychologically from salary, but also to the substantial advancement of a corporation to establish a set of justifiable and effective Compensation Management Institution, which enables the corporation to compensate those employees who make contributions objectively and impartially.
Shunhua Duck Industry Corporation is a national key leading enterprise of agricultural industrialization, and has been confronted with a predicament that talents are neither easy to be introduced nor easy to be kept this year, which was surveyed to be attributed to the compensation management institution. There exist some following listed problems among the contemporary compensation management institution: inadequate cognition about the compensation management task; compensation management strategy works incompatible with the systematical principles of enterprise’s development; salary principles lack innovative; salary was managed in a simplex manner, and was limited in motivating; inner salary management was neglected. The new system optimization design is developing strategy-oriented, which highlights and perfects the motivation system, aims to realize impartial distribution, enhances labor benefits and other principles, after analyzing and assessing the positions, classifying the staffs, established job pay grade series and designed basic salary and performance pay evaluation system, meanwhile, optimized indirect and inner salary design which includes welfare. Satisfying various staff demands and boosting staffs’pay satisfaction through tridimensional, multi-form physical and non-physical motivating measures. In order to guarantee the newly established compensation management system implemented smoothly, Shunhua Duck Industry Corporation shall lift the leaders’concerning about it, increase propagation and education inside the corporation, establish and optimize salary management institution as well as dedicate to the establishment of corporate culture.
The new compensation management system will work positively in Shunhua Duck Industry Corporation to boost the staffs’satisfaction, form a powerful team, and enhance inner competition and business efficiency. It is also significant to optimize and perfect the salary management system among Shunhua Duck Industry Corporation continually as the development of this body.
舜华鸭业公司是国家农业产业化重点龙头企业。今年来面临人才难引进难留住的困境,调查发现,这与其薪酬制度有关。现行薪酬管理体系存在一些问题:对薪酬管理工作认识不足;薪酬战略不适应公司的总体发展思路;薪酬理念缺乏创新精神;薪酬管理方式单一,且激励作用有限;忽视内在薪酬管理。新的薪酬管理体系优化设计以公司的发展战略为导向,突出完善激励机制、实现公平分配、提升人力效益等原则,对公司职位岗位分析测评,对员工实行分类,形成职位薪酬等级系列,设计了基本薪酬和绩效薪酬考核体系,同时对包括福利在内的间接薪酬、内在薪酬也进行了优化设计。通过立体的、多形式的物质性和非物质性激励措施,满足员工的各种需要,提高员工的薪酬满意度。为了新构建的薪酬管理体系顺利实施,舜华鸭业公司应提高公司领导对薪酬管理的重视,加强公司内部的宣传教育,建立完善薪酬管理制度,致力公司的企业文化建设。
舜华鸭业公司新的薪酬体系将有助于提高员工满意度,打造一支有力的团队,促进内部竞争,提高企业效率。舜华鸭业公司的薪酬管理也应随着企业的发展而不断地完善与优化。
As an effective method of achieving benefit, compensation management is the core of human resource management to enterprises. The exacerbated market competition requires the enterprises to motivate their staffs’initiative as well as creative, so as to boost Enterprise Performance. It is not only propitious to ensure that staffs can be satisfied financially and psychologically from salary, but also to the substantial advancement of a corporation to establish a set of justifiable and effective Compensation Management Institution, which enables the corporation to compensate those employees who make contributions objectively and impartially.
Shunhua Duck Industry Corporation is a national key leading enterprise of agricultural industrialization, and has been confronted with a predicament that talents are neither easy to be introduced nor easy to be kept this year, which was surveyed to be attributed to the compensation management institution. There exist some following listed problems among the contemporary compensation management institution: inadequate cognition about the compensation management task; compensation management strategy works incompatible with the systematical principles of enterprise’s development; salary principles lack innovative; salary was managed in a simplex manner, and was limited in motivating; inner salary management was neglected. The new system optimization design is developing strategy-oriented, which highlights and perfects the motivation system, aims to realize impartial distribution, enhances labor benefits and other principles, after analyzing and assessing the positions, classifying the staffs, established job pay grade series and designed basic salary and performance pay evaluation system, meanwhile, optimized indirect and inner salary design which includes welfare. Satisfying various staff demands and boosting staffs’pay satisfaction through tridimensional, multi-form physical and non-physical motivating measures. In order to guarantee the newly established compensation management system implemented smoothly, Shunhua Duck Industry Corporation shall lift the leaders’concerning about it, increase propagation and education inside the corporation, establish and optimize salary management institution as well as dedicate to the establishment of corporate culture.
The new compensation management system will work positively in Shunhua Duck Industry Corporation to boost the staffs’satisfaction, form a powerful team, and enhance inner competition and business efficiency. It is also significant to optimize and perfect the salary management system among Shunhua Duck Industry Corporation continually as the development of this body.
引文
[1]约瑟夫·J·乌尔托奇奥.战略薪酬.北京:社会科学出版社, 2002, 145-146
[2]冉斌.薪酬设计.北京:中国经济出版社, 2004, 12-18
[3] Gomcz-MejiaL. R. Structure and process of diversification, compensation strategy, and firm performance, Strategic Management Journal, 1992, 13(05): 381-398
[4]乔治·T·米尔科维奇,杰里·M·纽曼.薪酬管理.第九版.北京:中国人民大学出版社, 2008, 5-8
[5]马里·德斯勒.人力资源管理.中国版(第十版).北京:中国人民大学出版社, 2006, 20-50
[6] Bruce Overton, Susan E. Stoffer. Executive compensation answer book, fifth edition. BeOing: Citic Publishing House, 2003, 2-46
[7]张丽华,王蕴.薪酬管理.北京:科学出版社, 2009, 2-7
[8]涂宏智.湖南省建筑工程公司薪酬管理研究: [湖南大学硕士学位论文],长沙:湖南大学工商管理学院, 2004, 2-20
[9]鲁海帆.高管团队薪酬差距的理论分析.财会月刊·综合版, 2006, (11): 61-62
[10]张嫘.论企业薪酬制度与管理的全面创新.商场现代化, 2009, (10): 70-72
[11]薛俊峰.浅析企业管理中的全面薪酬体系.人口与经济, 2009, (S1): 83-84
[12]王爱娥.简论基于胜任力的薪酬管理.山东电力高等专科学校学报, 2008, (04): 73-77
[13]王俊梅.薪酬管理研究.理论界, 2008, (12), 237-238
[14]孙宗虎,宗立娟.薪酬体系设计实务手册.北京:人民邮电出版社, 2007, 50-53
[15]冉斌,王清,蔡巍.薪酬方案设计与操作.北京:中国经济出版社, 2004, 135-164
[16]王玺,王博,白晓鸽等.最新企业薪酬管理体系.北京:中国纺织出版社, 2004, 46-78
[17]刘昕.薪酬管理.北京:中国人民大学出版社, 2007, 56-98
[18]乐笠莲.七步打造完备的薪酬管理体系.哈尔滨:哈尔滨出版社, 2004, 120-153
[19]舒晓兵,肖平,汪小红.美日薪酬管理模式比较及中国的现实选择.统计与决策, 2006, (9): 129-131
[20]马斯洛.人类动机的理论.北京:中国人民大学出版社, 2007, 51-63
[21] Daniel P, Purushotham, Stephanie R·Wilson. Building Pay Structures. Wordatw- ork , 1998, (11): 110-120
[22]麦克利兰.成就激励论.北京:华厦出版社, 1987, 35-40
[23]斯亚达·亚当斯.公平理论.北京:华厦出版社, 1987, 40-47
[24]赫茨伯格.双因素理论.北京:华厦出版社, 1987, 52-68
[25] V·H·弗洛姆.工作与激励.北京:华厦出版社, 1987, 55-60
[26]何燕玲.企业薪酬管理发展脉络考察.外国经济与管理, 2002, 24(11): 30-34
[27]李中斌,曹大友,章守明.薪酬管理理论与实务.第一版.湖南:湖南师范大学出版社, 2007, 24-27
[28]相正求,花军刚.薪酬设计与实施.第一版.上海:华东理工大学出版社, 2008, 10-16
[29]黄成义.薪酬与绩效考核的信息化管理.集团经济研究, 2006, (25): 10-15
[30]聂红.宽带薪酬:薪酬体系的新视角.人事管理, 2003, (8): 40-43
[31]肖凤德.薪酬管理—撬动企业管理的支点.北京:中国轻工业出版社, 2006, 48-50
[32]李燕荣.薪酬与福利管理.天津:天津大学出版社, 2008, 228-230
[33]唐文雁.现代农业的产业化发展研究.企业家天地, 2009, (01): 74-75
[34]黄祖辉,林坚.农业现代化:理论进程与途径.北京:中国农业出版社, 2003, 69-104
[35]刘斌,张兆刚,霍功.中国三农问题报告.北京:中国发展出版社, 2004, 238-345
[36]马文贤.创建我国农产品知名品牌的现状分析及对策研究.金卡工程, 2009, (02): 115-118
[37]崔超.中国农产品加工业技术创新能力研究.农业工程学报, 2009, (03): 313-317
[38]曹文.浅析企业战略性薪酬管理体系.西部财会, 2009, (03): 62-64
[39]王萍.自助式薪酬方案.中国人力资源开发, 2004, 55-61
[40] Wiliam P. Diversification strategies and managerial rewards: an empirical study. Academy of Management Journal, 1985, 28(01): 155-179
[41] Mac Duffie·J·Human. Resource Bundles and Manufacturing Performance: Orga- nization al Logic and Flexible Production Systems in the Word Auto Industry. In- dustrial and Labor Relations Review , 1995, (48): 155-180
[42]解进强,史春祥.薪酬管理实务.北京:机械工业出版社, 2008, 28-29
[43]常春.浅析整体薪酬管理框架构建.湘潮, 2009, (02): 79-80
[44] Markham E. Pay for performance dilemma revisited: Empirical example of the importance of group effects. Journal of applied Psychology, 1988, 73(2): 172-180
[45]汪洋.薪酬管理在企业中的激励作用.甘肃科技纵横, 2009, (01);130-131
[46]赵彦荣,赵彦军.基于绩效导向的企业薪酬体系的设计.经济论坛, 2007, (20): 94-95
[47]周硕.民营企业薪酬管理观念的误区.人口与经济, 2006, (4): 106-108
[48]王志立.能本管理中的能力薪酬问题研究.黄河科技大学学报, 2009, (01): 80-82
[49]崔霞.企业营销人员薪酬管理体系研究.中国流通经济. 2004, (12): 30-33
[50]韩海斌.农业科研人员的管理策略研究.山东省农业管理干部学院学报, 2008, (01): 46-47
[51]斯蒂芬·P·罗宾斯.组织行为学.北京:中国人民大学出版社, 2000, 123-130
[52]张海容.企业薪酬管理策略要点分析.北京劳动保障职业学院学报, 2009, (01): 38-39
[53] Morck, R. , A. Shleifer, R. Vislmy. Management ownership and market valuation: an empirical analysis, Journal of Financial Economics, 1988, 293-315
[54] Gomez--Mejia L. R. , T. Weboume. Compensation strategy: An overview and future steps, Human Resource Planning, 1988, (11): 173-189
[55]宋程鹏.薪酬战略管理中的企业文化问题.内蒙古煤炭经济, 2008, (4): 72-74
[2]冉斌.薪酬设计.北京:中国经济出版社, 2004, 12-18
[3] Gomcz-MejiaL. R. Structure and process of diversification, compensation strategy, and firm performance, Strategic Management Journal, 1992, 13(05): 381-398
[4]乔治·T·米尔科维奇,杰里·M·纽曼.薪酬管理.第九版.北京:中国人民大学出版社, 2008, 5-8
[5]马里·德斯勒.人力资源管理.中国版(第十版).北京:中国人民大学出版社, 2006, 20-50
[6] Bruce Overton, Susan E. Stoffer. Executive compensation answer book, fifth edition. BeOing: Citic Publishing House, 2003, 2-46
[7]张丽华,王蕴.薪酬管理.北京:科学出版社, 2009, 2-7
[8]涂宏智.湖南省建筑工程公司薪酬管理研究: [湖南大学硕士学位论文],长沙:湖南大学工商管理学院, 2004, 2-20
[9]鲁海帆.高管团队薪酬差距的理论分析.财会月刊·综合版, 2006, (11): 61-62
[10]张嫘.论企业薪酬制度与管理的全面创新.商场现代化, 2009, (10): 70-72
[11]薛俊峰.浅析企业管理中的全面薪酬体系.人口与经济, 2009, (S1): 83-84
[12]王爱娥.简论基于胜任力的薪酬管理.山东电力高等专科学校学报, 2008, (04): 73-77
[13]王俊梅.薪酬管理研究.理论界, 2008, (12), 237-238
[14]孙宗虎,宗立娟.薪酬体系设计实务手册.北京:人民邮电出版社, 2007, 50-53
[15]冉斌,王清,蔡巍.薪酬方案设计与操作.北京:中国经济出版社, 2004, 135-164
[16]王玺,王博,白晓鸽等.最新企业薪酬管理体系.北京:中国纺织出版社, 2004, 46-78
[17]刘昕.薪酬管理.北京:中国人民大学出版社, 2007, 56-98
[18]乐笠莲.七步打造完备的薪酬管理体系.哈尔滨:哈尔滨出版社, 2004, 120-153
[19]舒晓兵,肖平,汪小红.美日薪酬管理模式比较及中国的现实选择.统计与决策, 2006, (9): 129-131
[20]马斯洛.人类动机的理论.北京:中国人民大学出版社, 2007, 51-63
[21] Daniel P, Purushotham, Stephanie R·Wilson. Building Pay Structures. Wordatw- ork , 1998, (11): 110-120
[22]麦克利兰.成就激励论.北京:华厦出版社, 1987, 35-40
[23]斯亚达·亚当斯.公平理论.北京:华厦出版社, 1987, 40-47
[24]赫茨伯格.双因素理论.北京:华厦出版社, 1987, 52-68
[25] V·H·弗洛姆.工作与激励.北京:华厦出版社, 1987, 55-60
[26]何燕玲.企业薪酬管理发展脉络考察.外国经济与管理, 2002, 24(11): 30-34
[27]李中斌,曹大友,章守明.薪酬管理理论与实务.第一版.湖南:湖南师范大学出版社, 2007, 24-27
[28]相正求,花军刚.薪酬设计与实施.第一版.上海:华东理工大学出版社, 2008, 10-16
[29]黄成义.薪酬与绩效考核的信息化管理.集团经济研究, 2006, (25): 10-15
[30]聂红.宽带薪酬:薪酬体系的新视角.人事管理, 2003, (8): 40-43
[31]肖凤德.薪酬管理—撬动企业管理的支点.北京:中国轻工业出版社, 2006, 48-50
[32]李燕荣.薪酬与福利管理.天津:天津大学出版社, 2008, 228-230
[33]唐文雁.现代农业的产业化发展研究.企业家天地, 2009, (01): 74-75
[34]黄祖辉,林坚.农业现代化:理论进程与途径.北京:中国农业出版社, 2003, 69-104
[35]刘斌,张兆刚,霍功.中国三农问题报告.北京:中国发展出版社, 2004, 238-345
[36]马文贤.创建我国农产品知名品牌的现状分析及对策研究.金卡工程, 2009, (02): 115-118
[37]崔超.中国农产品加工业技术创新能力研究.农业工程学报, 2009, (03): 313-317
[38]曹文.浅析企业战略性薪酬管理体系.西部财会, 2009, (03): 62-64
[39]王萍.自助式薪酬方案.中国人力资源开发, 2004, 55-61
[40] Wiliam P. Diversification strategies and managerial rewards: an empirical study. Academy of Management Journal, 1985, 28(01): 155-179
[41] Mac Duffie·J·Human. Resource Bundles and Manufacturing Performance: Orga- nization al Logic and Flexible Production Systems in the Word Auto Industry. In- dustrial and Labor Relations Review , 1995, (48): 155-180
[42]解进强,史春祥.薪酬管理实务.北京:机械工业出版社, 2008, 28-29
[43]常春.浅析整体薪酬管理框架构建.湘潮, 2009, (02): 79-80
[44] Markham E. Pay for performance dilemma revisited: Empirical example of the importance of group effects. Journal of applied Psychology, 1988, 73(2): 172-180
[45]汪洋.薪酬管理在企业中的激励作用.甘肃科技纵横, 2009, (01);130-131
[46]赵彦荣,赵彦军.基于绩效导向的企业薪酬体系的设计.经济论坛, 2007, (20): 94-95
[47]周硕.民营企业薪酬管理观念的误区.人口与经济, 2006, (4): 106-108
[48]王志立.能本管理中的能力薪酬问题研究.黄河科技大学学报, 2009, (01): 80-82
[49]崔霞.企业营销人员薪酬管理体系研究.中国流通经济. 2004, (12): 30-33
[50]韩海斌.农业科研人员的管理策略研究.山东省农业管理干部学院学报, 2008, (01): 46-47
[51]斯蒂芬·P·罗宾斯.组织行为学.北京:中国人民大学出版社, 2000, 123-130
[52]张海容.企业薪酬管理策略要点分析.北京劳动保障职业学院学报, 2009, (01): 38-39
[53] Morck, R. , A. Shleifer, R. Vislmy. Management ownership and market valuation: an empirical analysis, Journal of Financial Economics, 1988, 293-315
[54] Gomez--Mejia L. R. , T. Weboume. Compensation strategy: An overview and future steps, Human Resource Planning, 1988, (11): 173-189
[55]宋程鹏.薪酬战略管理中的企业文化问题.内蒙古煤炭经济, 2008, (4): 72-74