东岳国际股份有限公司薪酬体系研究
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摘要
随着知识经济的飞速发展,薪酬不再仅仅是公司运营成本的组成部分,更是公司进行人力资本投资的重要手段。如何制定科学合理的适合企业发展战略和长远目标的薪酬体系,保证在合理成本付出的前提下注重员工潜能的开发,最大限度地激励员工努力工作是东岳国际股份有限公司和其它企业必须解决的重大问题,也是本文研究的核心内容。
本文在对国内外薪酬体系研究现状和成果进行分析的基础上,以全面薪酬体系为理论依据,对完善东岳国际股份有限公司的薪酬体系提出基本措施和配套措施。本文首先概述了东岳国际股份有限公司的主营业务、组织结构、发展战略、人力现状、薪酬体系现状；然后运用compa-ratio薪酬均衡指标与问卷调查方法找出目前东岳国际股份有限公司薪酬体系中存在的问题,针对这些问题,将东岳国际股份有限公司的薪酬体系引入到全面薪酬体系中,使其更加系统化、全面化。为此,提出的五项基本措施包括：构建双轨晋升制、完善绩效考核制度、完善岗位工资结构、制定弹性工作制度、培训体系、。同时为辅助这些基本措施的顺利实施,从控制工资成本、管理协调员工内部流动、公司领导支持和员工理解三个方面制定了配套措施。
本文主要以全面薪酬体系为理论依据为东岳国际股份有限公司薪酬体系提出了一系列完善措施。尤其是涉及内在薪酬和绩效考核体系的措施是对公司现行薪酬体系有效及时地补充和完善,对于其它企业具有一定的参考价值。
With the rapid development of knowledge-based economy, Compensation is no longer merely a component of operating costs for companies, but an important means of human resource investment. How to formulate scientific and rational compensation management system consistence with the enterprise development strategies and long-term goal, to ensure that at a reasonable cost, focus on developing employees potential, motivating maximize them to work hard, which is the major issue that must be stressed by Dongyue International Co.Ltd and other enterprises, which is also the core of this paper.
In this paper, the compensation system redesign of Dongyue International Co.Ltd is proposed on the basis of analyzing the compensation system of domestic and foreign research and results, using total compensation system as the basis of theory. Firstly, introduce the company's main business, organizational structure, strategic objectives and long-term goal, the present status of compensation system. Then, use Compa-Ratio compensation balance indicators and questionnaire surveys to identify the problems of Dongyue International Co.Ltd's current compensation system. According to these problems, the compensation system of Dongyue International Co.Ltd will be designed more systematic and comprehensive on the basis of total compensation theory. Therefore, the five basic measures have been put forward which including:build the dual-track promotion system, flexible working hours, training system, and performance merit system, improve the position compensation program. Moreover, to help implement these basic measures successfully, three assistant measures have been applied by controlling pay cost, the arrangement of staff internal move, the support of the leaders of company and understand of staff.
The series of improvement measures of the compensation system of Dongyue International Co.Ltd company are posed on the basis of total compensation system theory. Especially the measures related to the internal compensation and performance merit system are the improvement and complement for the present compensation system. It must have reference value for other enterprises.
本文在对国内外薪酬体系研究现状和成果进行分析的基础上,以全面薪酬体系为理论依据,对完善东岳国际股份有限公司的薪酬体系提出基本措施和配套措施。本文首先概述了东岳国际股份有限公司的主营业务、组织结构、发展战略、人力现状、薪酬体系现状；然后运用compa-ratio薪酬均衡指标与问卷调查方法找出目前东岳国际股份有限公司薪酬体系中存在的问题,针对这些问题,将东岳国际股份有限公司的薪酬体系引入到全面薪酬体系中,使其更加系统化、全面化。为此,提出的五项基本措施包括：构建双轨晋升制、完善绩效考核制度、完善岗位工资结构、制定弹性工作制度、培训体系、。同时为辅助这些基本措施的顺利实施,从控制工资成本、管理协调员工内部流动、公司领导支持和员工理解三个方面制定了配套措施。
本文主要以全面薪酬体系为理论依据为东岳国际股份有限公司薪酬体系提出了一系列完善措施。尤其是涉及内在薪酬和绩效考核体系的措施是对公司现行薪酬体系有效及时地补充和完善,对于其它企业具有一定的参考价值。
With the rapid development of knowledge-based economy, Compensation is no longer merely a component of operating costs for companies, but an important means of human resource investment. How to formulate scientific and rational compensation management system consistence with the enterprise development strategies and long-term goal, to ensure that at a reasonable cost, focus on developing employees potential, motivating maximize them to work hard, which is the major issue that must be stressed by Dongyue International Co.Ltd and other enterprises, which is also the core of this paper.
In this paper, the compensation system redesign of Dongyue International Co.Ltd is proposed on the basis of analyzing the compensation system of domestic and foreign research and results, using total compensation system as the basis of theory. Firstly, introduce the company's main business, organizational structure, strategic objectives and long-term goal, the present status of compensation system. Then, use Compa-Ratio compensation balance indicators and questionnaire surveys to identify the problems of Dongyue International Co.Ltd's current compensation system. According to these problems, the compensation system of Dongyue International Co.Ltd will be designed more systematic and comprehensive on the basis of total compensation theory. Therefore, the five basic measures have been put forward which including:build the dual-track promotion system, flexible working hours, training system, and performance merit system, improve the position compensation program. Moreover, to help implement these basic measures successfully, three assistant measures have been applied by controlling pay cost, the arrangement of staff internal move, the support of the leaders of company and understand of staff.
The series of improvement measures of the compensation system of Dongyue International Co.Ltd company are posed on the basis of total compensation system theory. Especially the measures related to the internal compensation and performance merit system are the improvement and complement for the present compensation system. It must have reference value for other enterprises.
引文
[1]理查德·I·亨德森.何训,张力富,安士辉,译.知识型企业薪酬管理.中国人民大学出版社.2008
[2]刘金.TY公司薪酬体系研究与设计.西北工业大学硕士学位论文.2007
[3]约瑟夫·J·马尔托奇奥.刘小刚,童佳等译.战略薪酬管理(第二版).北京社会科学文献出版社.2002
[4]刘昕.薪酬福利管理.对外经济贸易大学出版社.2002
[5]文宗瑜.薪酬体系构建与薪酬模型设计案例教程.经济管理出版社.2007
[6]约翰·E·特鲁普曼(John·E·Tropman).薪酬方案一如何制定员激励机制.上海交通大学出版社.2002
[7]万玲.人力资源开发中的薪酬战略设计.企业活力.2002
[8]斯蒂芬.P.罗宾斯.组织行为学(第七版).孙健敏,李原等译.中国人民大学出版社.2004
[9]戴维·沃尔里奇.人力资源管理教程.新华出版社.2000
[10]孙剑平.薪酬设计：动态的战略导向原则.中国商贸.2001
[11]文跃然.薪酬管理原理.复旦大学出版社.2006
[12]王长城.薪酬管理.海天出版社.2002
[13]乔治·J·米尔科维奇,杰里.M.纽曼.董克用等译.薪酬管理(第六版).中国人民大学出版社.2002
[14]安鸿章.企业人力资源管理人员.中国劳动社会保障出版社.2002
[15]彭剑锋,饶征.基于能力的人力资源管理.中国人民大学出版社.2002
[16]林泽炎.企业薪酬设计与管理.广东经济出版社.2001
[17]赵曙明,沈群红.知识企业与知识管理.南京南京大学出版社.2000
[18]曾湘泉.薪酬：宏观、微观与趋势.中国人民出版社.2006
[19]爱德华·拉泽尔.人事管理经济学.北京大学出版社.刘昕等译.2001
[20]斯蒂芬·P·罗宾斯.黄卫伟译.管理学.中国人民大学出版社.1997
[21]叶龙,史振磊,袁伦渠,林玳玳.人力资源开发与管理.清华大学出版社,北京交通 大学出版社.2006
[22]杨扬.薪资均衡指标(Compa-ratio)在薪酬管理中的应用.商场现代化.2008(4)
[23]余泽忠,张三保.以内在薪酬提升企业的外部竞争力.科技创业月刊.2006(6)
[24]徐峰,周双喜.知识型员工内在薪酬设计.市场周刊.商务.2004(11)
[25]陶筠.吸引员工三大因素：40家跨国公司薪酬调查.中国人力资源开发网.2005
[26]苏列英.提高员工薪酬满意度的方法探讨.西安石油大学学报(社会科学版).2004(4)
[27]何燕珍.企业薪酬管理发展号脉考察.外国经济与管理.2002(11)
[28]Mike Johnney Parnter.策略性奖酬宽幅奖酬制(内部培训稿).www.cjzlk.com.2003 (6)
[29]罗晓玉.浅谈企业薪酬的合理设计.科技创业月刊.2008(5)
[30]刘颖,闵素玲.薪酬战略与企业战略匹配关系研究述评.中国科技信息.2008(15)
[31]茅力可.基于知识型员工行为特点的内在报酬激励机制研究.科技创业月刊.2007(8)
[32]闫振雄.国有煤炭企业全面薪酬管理探析.煤炭经济研究.2008(6)
[33]徐全军.论薪酬制度与战略的匹配性.环渤海经济瞭望.2008(2)
[34]段万春,毛莹,李杏.浅谈非薪酬激励-从麦克利兰需要理论的角度出发.中国集体经济.2008(3)
[35]杜焕香.我国中小企业薪酬管理问题及对策探讨.中国高新技术企业.2008(5)
[36]Scott. A. Snell. Competing through knowledge:The Human Capital Architecture. Cornell University.2001
[37]Milkovich, Newman. Compensation,6th edition. McGraw-Hill Book Co.1999
[38]Nemerov, Donald.S. How to design a competency-based pay program. Journal of Compensation & Benefits.1994
[39]Judd H Michael. Human resources management and training needs of Pennsylvania lumber produces. Forest Products Journal.2003
[40]Steven P. Seltz and Robert L.Heneman. Linking Pay to Performance. Worldatwork.2000
[41]Jerome A. Colletti and David J. Cichelli. Designing Sales Compensation Plans. Worldatwork.2000
[2]刘金.TY公司薪酬体系研究与设计.西北工业大学硕士学位论文.2007
[3]约瑟夫·J·马尔托奇奥.刘小刚,童佳等译.战略薪酬管理(第二版).北京社会科学文献出版社.2002
[4]刘昕.薪酬福利管理.对外经济贸易大学出版社.2002
[5]文宗瑜.薪酬体系构建与薪酬模型设计案例教程.经济管理出版社.2007
[6]约翰·E·特鲁普曼(John·E·Tropman).薪酬方案一如何制定员激励机制.上海交通大学出版社.2002
[7]万玲.人力资源开发中的薪酬战略设计.企业活力.2002
[8]斯蒂芬.P.罗宾斯.组织行为学(第七版).孙健敏,李原等译.中国人民大学出版社.2004
[9]戴维·沃尔里奇.人力资源管理教程.新华出版社.2000
[10]孙剑平.薪酬设计：动态的战略导向原则.中国商贸.2001
[11]文跃然.薪酬管理原理.复旦大学出版社.2006
[12]王长城.薪酬管理.海天出版社.2002
[13]乔治·J·米尔科维奇,杰里.M.纽曼.董克用等译.薪酬管理(第六版).中国人民大学出版社.2002
[14]安鸿章.企业人力资源管理人员.中国劳动社会保障出版社.2002
[15]彭剑锋,饶征.基于能力的人力资源管理.中国人民大学出版社.2002
[16]林泽炎.企业薪酬设计与管理.广东经济出版社.2001
[17]赵曙明,沈群红.知识企业与知识管理.南京南京大学出版社.2000
[18]曾湘泉.薪酬：宏观、微观与趋势.中国人民出版社.2006
[19]爱德华·拉泽尔.人事管理经济学.北京大学出版社.刘昕等译.2001
[20]斯蒂芬·P·罗宾斯.黄卫伟译.管理学.中国人民大学出版社.1997
[21]叶龙,史振磊,袁伦渠,林玳玳.人力资源开发与管理.清华大学出版社,北京交通 大学出版社.2006
[22]杨扬.薪资均衡指标(Compa-ratio)在薪酬管理中的应用.商场现代化.2008(4)
[23]余泽忠,张三保.以内在薪酬提升企业的外部竞争力.科技创业月刊.2006(6)
[24]徐峰,周双喜.知识型员工内在薪酬设计.市场周刊.商务.2004(11)
[25]陶筠.吸引员工三大因素：40家跨国公司薪酬调查.中国人力资源开发网.2005
[26]苏列英.提高员工薪酬满意度的方法探讨.西安石油大学学报(社会科学版).2004(4)
[27]何燕珍.企业薪酬管理发展号脉考察.外国经济与管理.2002(11)
[28]Mike Johnney Parnter.策略性奖酬宽幅奖酬制(内部培训稿).www.cjzlk.com.2003 (6)
[29]罗晓玉.浅谈企业薪酬的合理设计.科技创业月刊.2008(5)
[30]刘颖,闵素玲.薪酬战略与企业战略匹配关系研究述评.中国科技信息.2008(15)
[31]茅力可.基于知识型员工行为特点的内在报酬激励机制研究.科技创业月刊.2007(8)
[32]闫振雄.国有煤炭企业全面薪酬管理探析.煤炭经济研究.2008(6)
[33]徐全军.论薪酬制度与战略的匹配性.环渤海经济瞭望.2008(2)
[34]段万春,毛莹,李杏.浅谈非薪酬激励-从麦克利兰需要理论的角度出发.中国集体经济.2008(3)
[35]杜焕香.我国中小企业薪酬管理问题及对策探讨.中国高新技术企业.2008(5)
[36]Scott. A. Snell. Competing through knowledge:The Human Capital Architecture. Cornell University.2001
[37]Milkovich, Newman. Compensation,6th edition. McGraw-Hill Book Co.1999
[38]Nemerov, Donald.S. How to design a competency-based pay program. Journal of Compensation & Benefits.1994
[39]Judd H Michael. Human resources management and training needs of Pennsylvania lumber produces. Forest Products Journal.2003
[40]Steven P. Seltz and Robert L.Heneman. Linking Pay to Performance. Worldatwork.2000
[41]Jerome A. Colletti and David J. Cichelli. Designing Sales Compensation Plans. Worldatwork.2000