基于企业文化的员工薪酬制度设计
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摘要
随着经济的快速发展,企业面临着严峻的人才争夺战。人才成为决定企业发展的关键力量。如何吸引人才、激励人才,提高员工积极性,促进员工绩效和企业经营业绩,也成为企业发展过程中必须思考的问题。薪酬管理是人力资源管理中非常敏感而又重要的部分。企业设计合理的薪酬制度可以有效地激励员工,从而有利于企业实现经营目标。
企业文化是企业在发展过程中所形成的并且不断完善的,为企业员工所共同理解、信奉并加以遵守的关于企业经营和管理的一系列价值观、基本信念和行为准则,它体现在企业的制度、企业成员的行为以及企业的物质环境中。
人力资源管理与企业文化有着密切关系,人力资源管理过程自始至终都渗透着企业文化的影响。特别地,企业文化对薪酬制度的影响是十分显著的。
本文研究内容包括五个部分。第一部分和第二部分,通过大量的文献回顾,介绍了企业文化、薪酬制度相关理论及其类型划分。第三部分,结合前人关于薪酬制度研究的成果,根据研究需要,把薪酬制度归纳为薪酬水平、薪酬风险、薪酬分析单元、薪酬时间、报酬整体层次和薪酬沟通方式等六大内容。基于CVF模型的四大企业文化分类,探讨了企业文化与薪酬制度的匹配关系,分析了不同类型的企业文化需要不同的薪酬制度与之匹配。第四部分,通过设计企业文化与薪酬制度调查问卷,并通过对企业员工进行问卷调查,利用统计分析软件SPSS16.0对获取的第一手数据资料进行相关性分析。研究证明:企业文化对薪酬制度有显著影响,证实了第四部分基于企业文化的薪酬制度设计原则与特点。最后,在总结研究成果后指出了本文研究的不足之处。
With the rapid development of the economy, enterprises face a severe grab of talent. Human resource is the key for development of enterprises. It is important for enterprises to plan how to attract excellent candidates and inspire employees’enthusiasm, and how to improve performance of employees and enterprises. C&B management is one of the most important parts of the human resource management. Feasible C&B can help to inspire employees’positive activities, so that can help company to realize business goal.
The corporate culture is refers to values, basic faith and behavior criterion which form in the enterprise developing process. It is reflected in corporate system, the behavior of enterprise’s staff and the material environment of enterprise. In particular, the corporate culture has the significant impact on the salary system.
Human resource management and corporate culture are closely related, enterprise culture influence human resource management throughout the process.
Five parts are mainly studied in this paper .The first and second one review numbers of literatures. They summarize the related theories of the corporate culture and salary system. In the third part,according to the results of previous studies of salary system, the paper defines the content of salary system to six major: pay levels, dimension of pay disk, salary unit, dimension of time, the lever of Compensation and Pay communication, introduces the detail of Competing Values Framework about corporate culture and based on analysis of the theory, establishes the match relationship between corporate culture and the salary system. In the forth part, questionnaires about salary system and corporate culture are designed and made through the employees of enterprises. With the first-hand data of these questionnaires, this paper uses SPSS16.0 to analyze and investigate the data. The paper confirms the company culture has a significant influence on salary system, and verifies the opinions of principles and characteristics of salary system based on corporate culture in the forth part. At last, in the conclusion part, the author sums up the conclusions of this paper, analyzes the limitation of it and brings forward the farther correlative research.
企业文化是企业在发展过程中所形成的并且不断完善的,为企业员工所共同理解、信奉并加以遵守的关于企业经营和管理的一系列价值观、基本信念和行为准则,它体现在企业的制度、企业成员的行为以及企业的物质环境中。
人力资源管理与企业文化有着密切关系,人力资源管理过程自始至终都渗透着企业文化的影响。特别地,企业文化对薪酬制度的影响是十分显著的。
本文研究内容包括五个部分。第一部分和第二部分,通过大量的文献回顾,介绍了企业文化、薪酬制度相关理论及其类型划分。第三部分,结合前人关于薪酬制度研究的成果,根据研究需要,把薪酬制度归纳为薪酬水平、薪酬风险、薪酬分析单元、薪酬时间、报酬整体层次和薪酬沟通方式等六大内容。基于CVF模型的四大企业文化分类,探讨了企业文化与薪酬制度的匹配关系,分析了不同类型的企业文化需要不同的薪酬制度与之匹配。第四部分,通过设计企业文化与薪酬制度调查问卷,并通过对企业员工进行问卷调查,利用统计分析软件SPSS16.0对获取的第一手数据资料进行相关性分析。研究证明:企业文化对薪酬制度有显著影响,证实了第四部分基于企业文化的薪酬制度设计原则与特点。最后,在总结研究成果后指出了本文研究的不足之处。
With the rapid development of the economy, enterprises face a severe grab of talent. Human resource is the key for development of enterprises. It is important for enterprises to plan how to attract excellent candidates and inspire employees’enthusiasm, and how to improve performance of employees and enterprises. C&B management is one of the most important parts of the human resource management. Feasible C&B can help to inspire employees’positive activities, so that can help company to realize business goal.
The corporate culture is refers to values, basic faith and behavior criterion which form in the enterprise developing process. It is reflected in corporate system, the behavior of enterprise’s staff and the material environment of enterprise. In particular, the corporate culture has the significant impact on the salary system.
Human resource management and corporate culture are closely related, enterprise culture influence human resource management throughout the process.
Five parts are mainly studied in this paper .The first and second one review numbers of literatures. They summarize the related theories of the corporate culture and salary system. In the third part,according to the results of previous studies of salary system, the paper defines the content of salary system to six major: pay levels, dimension of pay disk, salary unit, dimension of time, the lever of Compensation and Pay communication, introduces the detail of Competing Values Framework about corporate culture and based on analysis of the theory, establishes the match relationship between corporate culture and the salary system. In the forth part, questionnaires about salary system and corporate culture are designed and made through the employees of enterprises. With the first-hand data of these questionnaires, this paper uses SPSS16.0 to analyze and investigate the data. The paper confirms the company culture has a significant influence on salary system, and verifies the opinions of principles and characteristics of salary system based on corporate culture in the forth part. At last, in the conclusion part, the author sums up the conclusions of this paper, analyzes the limitation of it and brings forward the farther correlative research.
引文
[1] John Kotter ,James Heskitt.Corporate Culture and Performance[M].重庆:华夏出版社,2001:2
[2]刘航,谢晓丰.薪酬制度设计[J].商业时代,2005(26):44~45
[3]Stephanie Wang.Z理论[J]. BUSINESS MANAGEMENT REVIEW,2007(9) :20~22
[4]魏杰.企业文化塑造[M].北京:中国发展出版社,2002:45
[5]陈丽琳.企业文化的新视野[M].成都:四川大学出版社,2000:82~85
[6] Monge Peter.Communication Structures and Processes in Globalization[J].Journal of Comunication,March 1998:54~58
[7]文跃然.薪酬管理原理[M].上海:复旦大学出版社,2008(8) :107~109
[8]刘光明.企业文化学[M].北京:经济管理出版社[M],2004:72~74
[9]罗布·戈菲.如何度量和重塑企业文化?[M].文华摘编.北京:中国人民大学出版社,2007:144
[10]王凌云,张龙.国外薪酬研究评述[J],商业经济与管理,2006 (2) :30~32
[11]刘伟,彭璧玉.试论团队薪酬制度的设计原则[J].生产力研究,2007 (10):113~114
[12]蔡邦弘.影响企业组织策略性决策理性程度因素之探讨[D].台湾朝阳科技大学硕士学位论文,2000
[13]约瑟夫·J·马尔托奇奥著.战略薪酬[M].周眉译.北京:社会科学文献出版社,2002:101
[14]常荔.基于权变观的企业薪酬战略研究[J].当代经济管理,2005(6):123~127
[15]蒋敏敏.浅谈国有企业薪酬制度存在的问题及薪酬体系设计[J].江苏商论,2005(6):96~98
[16]姚先国,方阳春.高新企业薪酬制度及其效果的实证研究——以浙江省高新企业为例[J],技术经济,2005(11):1~5
[17] M·Ronald Buckley.Ethical issues in human resources system.[J] Human Resource Management Review,2001(11):11~29
[18] Larry LCummings.Compensation culture and motivation :a system perspective[J] .Applied Psychology,2003(12):390~400
[19] Dianna L. Stone. The impact of cultural values on the acceptance and effectiveness of human resource management policies and practices Human Resource Management Review,2007(3): 152~165
[20]李燕萍,翁艳娟.华人企业文化及人力资源管理变革[J].科技进步与对策.2003(7):67~68
[21]谢荣见,汪张林,孙剑平.高新企业薪酬制度存在问题及对策[J].特区经济,2007(5):216~218
[22]张建国.企业工作文化与薪酬制度模式[J].中国人力资源开发,2003(1):54~55
[23]周毅.工作文化差异与薪酬策略的选择.[J]商场现代化.2005( 10) :66
[24]李宁.如何设计一个激励性的薪酬体系[J].中国人力资源开发,2005(8):27~29
[25]李诗诗,唐更华.如何实现薪酬体系与企业文化的有效结合[J].江苏商论,2007(6):124~125
[26]埃德加.H.沙因.初创企业的文化缔造、演进和变迁[J]. IT Time,2004(12):79-80
[27]马斌,李莉颖.企业吸引人才应注重薪酬与文化结合[J].职业时空.2005(12):48~49
[28]王凌云,张龙.国外薪酬研究评述[J],商业经济与管理,2006 (2) :10~11
[29]许惠龙,中国保险企业的组织文化特征[J].山西财经大学学报,2008- 3- 3(30)
[30] Kenneth A Frank ,Kyle Fahrbach.Organization Culture As a Complex System:Balance and Information in Model of Influence and Selection[J].Organization Science,1999(3):253~277
[31] Cameron,K.S. &Quinn.R E Diagnosing and changing organizational Culture:Based on the competing values framework [J].Addison– Wesley,1999:149~160
[32] John Mautner.Determining Your Corporate Culture[J] .Adhesives & Sealants Industry, 2006,13(6):19
[33]黎群,唐艳.对企业文化测评方法的研究[N].北京交通大学学报,2007-12(6):111
[34] Quinn ,R. E.Beyond Rational Management:Mastering the Paradoxes and Competing Demands of High Performance[J] .San Francisco :Jossey - Bass ,1988
[35] Robert M Price.Infusing Innovation into Corporate Culture[J].Organizational Dynamics, 2007,36(3):320~328
[36] Chris Chapman,Stephen Ward and Lan Harwood.Minimising the effects of dysfunctional corporate culture in estimation and evaluation processes:A constructively simple approach[J]. International Journal of Project Management, 2006,24(2):106~115
[37] Fredericks and Pamela.The Corporate Culture Perspective[J].Buyers of Products, Systems & Services, 2007,44(9):94
[38] Chen Zhuang,Wu Qian .Study on the salary system for IT enterprise based on double factor motivation theory[J]. Information Technology,2006(2) :83~89
[39] T·L.·Stanley. Generate a Positive Corporate[J].Supervision, 2007,68(9):5~7:
[40] Jeffrey Kerr,John W . Slocum.Managing Corporate Culture through reward system[J].Journal of Applied Corporate Finance, 2005,17(4):41~43
[41] Gregory J.Millman.Corporate Culture[J].Financial Executive, 2007,23(6):44~47
[42]孙爱英,李垣,任峰.组织文化与技术创新方式的关系研究[J].科学学研究,2004 (4):432~437
[43]Thomas J.Dohmen.Performance,seniority,and wage:formal salary system and individualearnings profiles[J].Labour Economics, 2004,11(6):741~763
[44] Matt Bloom.The Ethic of Compensation System[J].Journal Of Business Ethics, 2004,52(2) :77
[45] BruceGunn.Salary administration in the management systems of higher education[J].Innovative Higher Education,Volume 13,Issue 2 1989(3):117-146
[46] John Garen.Self-employment,pay systems, and the theory of the firm:An empirical analysis[J]. Journal of Economic Behavior & Organization,Volume 36, Issue 2, August 1998: 257-274
[47] Building a New Payment System[J].Healthcare Financial Management,Volume 62,Issue 2 ,Feb2008:43-46
[48] Ward Johnson.Decoding Corporate Culture[J].Public Relations Tactics, 2007(9):6
[49] Richard L.Clarke,President and Ceo.Payment System Changes Encourage Cost Management Not Delivery Innovation[J] .Hospitals & Health Networks,2007,81(5):8
[50] William Atkinson.Resource Guide:Alternate Payment System[J].Multichannel Merchant,Mar2007,3(3):47~49
[51] Ann Black.Total Rewards[J].Benefits & Compensation Digest,,Nov2007,44(11):32~36
[52] Chip Jarnagin and John W.Slocum Jr.Creating Corporate Culture Through Mythopoetic Leadership [J].Organizational Dynamics, 2007,36(33):288~302
[53] Denice E.Welch , Lawrence S.Welch.Commitment for hire? The viability of corporate culture as a MNC control mechanism[J].Applied Energy, April 2006,83(4):299~310
[54]范林榜.薪酬战略与企业文化[J].企业管理,2007(4):101~102
[55]曹延明,刘睿.企业薪酬效用最大化的因素分析[J].商场现代化,2007(2):293~294
[2]刘航,谢晓丰.薪酬制度设计[J].商业时代,2005(26):44~45
[3]Stephanie Wang.Z理论[J]. BUSINESS MANAGEMENT REVIEW,2007(9) :20~22
[4]魏杰.企业文化塑造[M].北京:中国发展出版社,2002:45
[5]陈丽琳.企业文化的新视野[M].成都:四川大学出版社,2000:82~85
[6] Monge Peter.Communication Structures and Processes in Globalization[J].Journal of Comunication,March 1998:54~58
[7]文跃然.薪酬管理原理[M].上海:复旦大学出版社,2008(8) :107~109
[8]刘光明.企业文化学[M].北京:经济管理出版社[M],2004:72~74
[9]罗布·戈菲.如何度量和重塑企业文化?[M].文华摘编.北京:中国人民大学出版社,2007:144
[10]王凌云,张龙.国外薪酬研究评述[J],商业经济与管理,2006 (2) :30~32
[11]刘伟,彭璧玉.试论团队薪酬制度的设计原则[J].生产力研究,2007 (10):113~114
[12]蔡邦弘.影响企业组织策略性决策理性程度因素之探讨[D].台湾朝阳科技大学硕士学位论文,2000
[13]约瑟夫·J·马尔托奇奥著.战略薪酬[M].周眉译.北京:社会科学文献出版社,2002:101
[14]常荔.基于权变观的企业薪酬战略研究[J].当代经济管理,2005(6):123~127
[15]蒋敏敏.浅谈国有企业薪酬制度存在的问题及薪酬体系设计[J].江苏商论,2005(6):96~98
[16]姚先国,方阳春.高新企业薪酬制度及其效果的实证研究——以浙江省高新企业为例[J],技术经济,2005(11):1~5
[17] M·Ronald Buckley.Ethical issues in human resources system.[J] Human Resource Management Review,2001(11):11~29
[18] Larry LCummings.Compensation culture and motivation :a system perspective[J] .Applied Psychology,2003(12):390~400
[19] Dianna L. Stone. The impact of cultural values on the acceptance and effectiveness of human resource management policies and practices Human Resource Management Review,2007(3): 152~165
[20]李燕萍,翁艳娟.华人企业文化及人力资源管理变革[J].科技进步与对策.2003(7):67~68
[21]谢荣见,汪张林,孙剑平.高新企业薪酬制度存在问题及对策[J].特区经济,2007(5):216~218
[22]张建国.企业工作文化与薪酬制度模式[J].中国人力资源开发,2003(1):54~55
[23]周毅.工作文化差异与薪酬策略的选择.[J]商场现代化.2005( 10) :66
[24]李宁.如何设计一个激励性的薪酬体系[J].中国人力资源开发,2005(8):27~29
[25]李诗诗,唐更华.如何实现薪酬体系与企业文化的有效结合[J].江苏商论,2007(6):124~125
[26]埃德加.H.沙因.初创企业的文化缔造、演进和变迁[J]. IT Time,2004(12):79-80
[27]马斌,李莉颖.企业吸引人才应注重薪酬与文化结合[J].职业时空.2005(12):48~49
[28]王凌云,张龙.国外薪酬研究评述[J],商业经济与管理,2006 (2) :10~11
[29]许惠龙,中国保险企业的组织文化特征[J].山西财经大学学报,2008- 3- 3(30)
[30] Kenneth A Frank ,Kyle Fahrbach.Organization Culture As a Complex System:Balance and Information in Model of Influence and Selection[J].Organization Science,1999(3):253~277
[31] Cameron,K.S. &Quinn.R E Diagnosing and changing organizational Culture:Based on the competing values framework [J].Addison– Wesley,1999:149~160
[32] John Mautner.Determining Your Corporate Culture[J] .Adhesives & Sealants Industry, 2006,13(6):19
[33]黎群,唐艳.对企业文化测评方法的研究[N].北京交通大学学报,2007-12(6):111
[34] Quinn ,R. E.Beyond Rational Management:Mastering the Paradoxes and Competing Demands of High Performance[J] .San Francisco :Jossey - Bass ,1988
[35] Robert M Price.Infusing Innovation into Corporate Culture[J].Organizational Dynamics, 2007,36(3):320~328
[36] Chris Chapman,Stephen Ward and Lan Harwood.Minimising the effects of dysfunctional corporate culture in estimation and evaluation processes:A constructively simple approach[J]. International Journal of Project Management, 2006,24(2):106~115
[37] Fredericks and Pamela.The Corporate Culture Perspective[J].Buyers of Products, Systems & Services, 2007,44(9):94
[38] Chen Zhuang,Wu Qian .Study on the salary system for IT enterprise based on double factor motivation theory[J]. Information Technology,2006(2) :83~89
[39] T·L.·Stanley. Generate a Positive Corporate[J].Supervision, 2007,68(9):5~7:
[40] Jeffrey Kerr,John W . Slocum.Managing Corporate Culture through reward system[J].Journal of Applied Corporate Finance, 2005,17(4):41~43
[41] Gregory J.Millman.Corporate Culture[J].Financial Executive, 2007,23(6):44~47
[42]孙爱英,李垣,任峰.组织文化与技术创新方式的关系研究[J].科学学研究,2004 (4):432~437
[43]Thomas J.Dohmen.Performance,seniority,and wage:formal salary system and individualearnings profiles[J].Labour Economics, 2004,11(6):741~763
[44] Matt Bloom.The Ethic of Compensation System[J].Journal Of Business Ethics, 2004,52(2) :77
[45] BruceGunn.Salary administration in the management systems of higher education[J].Innovative Higher Education,Volume 13,Issue 2 1989(3):117-146
[46] John Garen.Self-employment,pay systems, and the theory of the firm:An empirical analysis[J]. Journal of Economic Behavior & Organization,Volume 36, Issue 2, August 1998: 257-274
[47] Building a New Payment System[J].Healthcare Financial Management,Volume 62,Issue 2 ,Feb2008:43-46
[48] Ward Johnson.Decoding Corporate Culture[J].Public Relations Tactics, 2007(9):6
[49] Richard L.Clarke,President and Ceo.Payment System Changes Encourage Cost Management Not Delivery Innovation[J] .Hospitals & Health Networks,2007,81(5):8
[50] William Atkinson.Resource Guide:Alternate Payment System[J].Multichannel Merchant,Mar2007,3(3):47~49
[51] Ann Black.Total Rewards[J].Benefits & Compensation Digest,,Nov2007,44(11):32~36
[52] Chip Jarnagin and John W.Slocum Jr.Creating Corporate Culture Through Mythopoetic Leadership [J].Organizational Dynamics, 2007,36(33):288~302
[53] Denice E.Welch , Lawrence S.Welch.Commitment for hire? The viability of corporate culture as a MNC control mechanism[J].Applied Energy, April 2006,83(4):299~310
[54]范林榜.薪酬战略与企业文化[J].企业管理,2007(4):101~102
[55]曹延明,刘睿.企业薪酬效用最大化的因素分析[J].商场现代化,2007(2):293~294