重组后锦州联通薪酬体系研究
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摘要
薪酬体系是企业人力资源管理的重要组成部分。一个企业薪酬制度是否有效对激励员工和保持员工稳定性具有重要作用。随着国内企业之间竞争的加剧和发展的需要,越来越多的企业涉及到并购重组,并购重组后企业除了资产的重新整合外,更重要的工作是人力资源的整合。要想在并购企业中产生协同效应,发挥1+1>2的规模效应,必须处理好在企业并购中产生的人力资源整合的问题。而人力资源整合中最重要的一环就是薪酬的整合。根据企业管理的需要,重组企业必然要对薪酬体系进行重新设计。本文研究的就是中国联通锦州分公司和中国网通锦州分公司融合重组后,如何进行薪酬整合,在满足企业发展战略和薪酬成本需求的前提下,保持并提升员工对薪酬的满意度。
由于薪酬制度具有非常强的背景依赖性。企业重组后薪酬制度能否促进组织效率,在于所选择的薪酬制度是否与企业所在的环境、企业的特点相匹配。所以重组企业在建立薪酬体系时应结合本企业的特点,,逐步建立和完善符合本企业特点的薪酬体系。本文的研究是通过调查分析,从企业的人力资源状况入手,分析重组前企业组织机构构成、人力资源的特点以及和各自的薪酬体系,并通过问卷调查对员工的薪酬满意度、薪酬预期等进行了统计分析,以找出两家企业薪酬方面所存在的主要差别,并根据企业的组织特点,进行重组后企业的薪酬体系的设计。
在实证部分,通过对原联通、原网通薪酬体系的分析,再依据目前企业的状况,将企业的薪酬水平定位于市场追随策略。研究了如何进行锦州联通公司新的薪酬体系的设计,以及旧的薪酬体系套入新体系的原则。保证了大多数员工的利益不受影响,保证了核心员工的收入符合市场预期。
本文以企业发展战略、人力资源管理、薪酬管理等理论为基础,运用薪酬设计的理论,结合分析锦州所处的环境,企业的特点以及员工的思想价值观等,设计了一套薪酬体系并分析旧的薪酬体系套入新体系的原则,以期对重组后锦州联通薪酬体系提出一些建议性意见。
Compensation System is an important part of human resource management in the company, which plays an important role in encouraging staff and keeping stable. With the requirement of competition and development, more and more companies involved in annexation and reorganization, so human resource integration becomes the most important task except assets revalued. In order to realize the synergistic effect to make 1+1>2, we should solve the human resource integration perfectly. Compensation could be considered as the part of backbone of human resource integration. According to the enterprises management system, make a new compensation system is necessary for a re-organized company. This article will focus on studying how to make a reasonable compensation system to meet the requirement of long-term development and salary cost after China Unicom Jinzhou sub branch and CNC Jinzhou sub branch reorganized, to maintain and improve the satisfaction of salary.
As compensation system depends a lot on background, so whether it could match the environment and companies characteristic will effect a lot on improving organizing efficiency. In that case, reorganized companies should consider own features a lot when making compensation system, establish and improve it step by step which could suit their own company. This paper analyze the former company's organization system, human resource characteristic and compensation system before reorganization, make statistics on salary satisfaction and expectation by measures of questionnaire survey, in order to find the main diffidence between these two companies, and design a more reasonable compensation system suit for the reorganized enterprise.
In the evidence part, the writer suggests that the salary standard should follow the market through analyzing the former two companies' compensation system and present reorganized company's situation. The writer also studies the new compensation system, as well as how to harmonize the old one with the new one together, to guarantee most employees'benefits and avoid against the market development.
This paper basis on development strategy, human resource management and compensation management system, combined with compensation theory, as well as analyzing Jinzhou environment, company's feature and value system, make up a compensation system and how to match the old with the new ones, in order to propose the good suggestion of compensation system for Jinzhou Unicom
由于薪酬制度具有非常强的背景依赖性。企业重组后薪酬制度能否促进组织效率,在于所选择的薪酬制度是否与企业所在的环境、企业的特点相匹配。所以重组企业在建立薪酬体系时应结合本企业的特点,,逐步建立和完善符合本企业特点的薪酬体系。本文的研究是通过调查分析,从企业的人力资源状况入手,分析重组前企业组织机构构成、人力资源的特点以及和各自的薪酬体系,并通过问卷调查对员工的薪酬满意度、薪酬预期等进行了统计分析,以找出两家企业薪酬方面所存在的主要差别,并根据企业的组织特点,进行重组后企业的薪酬体系的设计。
在实证部分,通过对原联通、原网通薪酬体系的分析,再依据目前企业的状况,将企业的薪酬水平定位于市场追随策略。研究了如何进行锦州联通公司新的薪酬体系的设计,以及旧的薪酬体系套入新体系的原则。保证了大多数员工的利益不受影响,保证了核心员工的收入符合市场预期。
本文以企业发展战略、人力资源管理、薪酬管理等理论为基础,运用薪酬设计的理论,结合分析锦州所处的环境,企业的特点以及员工的思想价值观等,设计了一套薪酬体系并分析旧的薪酬体系套入新体系的原则,以期对重组后锦州联通薪酬体系提出一些建议性意见。
Compensation System is an important part of human resource management in the company, which plays an important role in encouraging staff and keeping stable. With the requirement of competition and development, more and more companies involved in annexation and reorganization, so human resource integration becomes the most important task except assets revalued. In order to realize the synergistic effect to make 1+1>2, we should solve the human resource integration perfectly. Compensation could be considered as the part of backbone of human resource integration. According to the enterprises management system, make a new compensation system is necessary for a re-organized company. This article will focus on studying how to make a reasonable compensation system to meet the requirement of long-term development and salary cost after China Unicom Jinzhou sub branch and CNC Jinzhou sub branch reorganized, to maintain and improve the satisfaction of salary.
As compensation system depends a lot on background, so whether it could match the environment and companies characteristic will effect a lot on improving organizing efficiency. In that case, reorganized companies should consider own features a lot when making compensation system, establish and improve it step by step which could suit their own company. This paper analyze the former company's organization system, human resource characteristic and compensation system before reorganization, make statistics on salary satisfaction and expectation by measures of questionnaire survey, in order to find the main diffidence between these two companies, and design a more reasonable compensation system suit for the reorganized enterprise.
In the evidence part, the writer suggests that the salary standard should follow the market through analyzing the former two companies' compensation system and present reorganized company's situation. The writer also studies the new compensation system, as well as how to harmonize the old one with the new one together, to guarantee most employees'benefits and avoid against the market development.
This paper basis on development strategy, human resource management and compensation management system, combined with compensation theory, as well as analyzing Jinzhou environment, company's feature and value system, make up a compensation system and how to match the old with the new ones, in order to propose the good suggestion of compensation system for Jinzhou Unicom
引文
[1]金萍,《薪酬管理》,大连,东北财经大学出版社,2006
[2]周斌,《现代薪酬管理》,成都,西南财经大学出版社,2006
[3]郑海航,吴冬梅《人力资源管理：理论实务案例》,北京,经济管理出版社,2006
[4]刘祈,《薪酬管理》,中国管理信息化,2002
[5]斯蒂芬.P.罗宾斯,《组织行为学精要》,北京,电子工业出版,2005
[6]刘洪,《薪酬管理》,北京,北京师范大学出版社,2006
[7]王云和贾志强,《现代企业薪酬设计研究》,辽宁经济,2007
[8]亚当·斯密,《国民财富的性质及其原因的研究》,北京商务印书馆,1998
[9]安应民,《企业人力资源投资与管理》,北京,人民出版社,2003
[10]陈思明,《现代薪酬学》,上海,立信会计出版社,2004
[11]湛新民,刘中虎,刘军勇,《员工激励成本收益分析》,广州,广东经济出版社,2005
[12](美)加里·德斯勒,《人力资源管理(第六版)》,北京,中国人民大学出版社,1999
[13]兰斯.A.伯杰,多萝西.R.伯杰,《薪酬手册》,北京大学出版社,
[14]张大亮,《公平的报酬体系：营造企业持续活力》,北京,机器工业出版社,2007
[15]王丽,《试论人力资本与激励机制》,承德职业学院学报,2005
[16]道格拉斯·诺思,《西方世界的兴起》,北京,华夏出版社,1999
[17]杨瑞龙主编,《企业共同致力的经济学分析》,北京,经济科学出版社,2001
[18]邹国庆,《从企业理论发展看企业的经济性质》,《当代经济研究》,2002第4期
[19]吴建安,《市场营销学》,合肥,安徽人民出版社,2003
[20]李卫东,《企业组织知识决定因素的一个理论追述》,《经济评论》,2002第5期
[21]胡蓓,《脑力劳动者激励》,北京,中国人事出版社,2005
[22]S·卡利斯·莫瑞斯,克利斯多弗·R·托马斯,《管理经济学》,北京,机械工业出版社
[23]文跃然主编,《薪酬管理原理》,上海,复旦大学出版社,2004.8
[24]解进祥,史春祥,《薪酬管理实务》,北京,机械工业出版社,2008.8
[25]仇雨临,《员工福利管理》,上海,复旦大学出版社,2004.2
[26]雷蒙德·A·诺伊,约翰·霍伦拜克,拜雷·格哈特,帕特雷克·莱特,《人 力资源管理：赢得竞争优势》,北京,中国人民大学出版社,2001
[2]周斌,《现代薪酬管理》,成都,西南财经大学出版社,2006
[3]郑海航,吴冬梅《人力资源管理：理论实务案例》,北京,经济管理出版社,2006
[4]刘祈,《薪酬管理》,中国管理信息化,2002
[5]斯蒂芬.P.罗宾斯,《组织行为学精要》,北京,电子工业出版,2005
[6]刘洪,《薪酬管理》,北京,北京师范大学出版社,2006
[7]王云和贾志强,《现代企业薪酬设计研究》,辽宁经济,2007
[8]亚当·斯密,《国民财富的性质及其原因的研究》,北京商务印书馆,1998
[9]安应民,《企业人力资源投资与管理》,北京,人民出版社,2003
[10]陈思明,《现代薪酬学》,上海,立信会计出版社,2004
[11]湛新民,刘中虎,刘军勇,《员工激励成本收益分析》,广州,广东经济出版社,2005
[12](美)加里·德斯勒,《人力资源管理(第六版)》,北京,中国人民大学出版社,1999
[13]兰斯.A.伯杰,多萝西.R.伯杰,《薪酬手册》,北京大学出版社,
[14]张大亮,《公平的报酬体系：营造企业持续活力》,北京,机器工业出版社,2007
[15]王丽,《试论人力资本与激励机制》,承德职业学院学报,2005
[16]道格拉斯·诺思,《西方世界的兴起》,北京,华夏出版社,1999
[17]杨瑞龙主编,《企业共同致力的经济学分析》,北京,经济科学出版社,2001
[18]邹国庆,《从企业理论发展看企业的经济性质》,《当代经济研究》,2002第4期
[19]吴建安,《市场营销学》,合肥,安徽人民出版社,2003
[20]李卫东,《企业组织知识决定因素的一个理论追述》,《经济评论》,2002第5期
[21]胡蓓,《脑力劳动者激励》,北京,中国人事出版社,2005
[22]S·卡利斯·莫瑞斯,克利斯多弗·R·托马斯,《管理经济学》,北京,机械工业出版社
[23]文跃然主编,《薪酬管理原理》,上海,复旦大学出版社,2004.8
[24]解进祥,史春祥,《薪酬管理实务》,北京,机械工业出版社,2008.8
[25]仇雨临,《员工福利管理》,上海,复旦大学出版社,2004.2
[26]雷蒙德·A·诺伊,约翰·霍伦拜克,拜雷·格哈特,帕特雷克·莱特,《人 力资源管理：赢得竞争优势》,北京,中国人民大学出版社,2001