摘要
在经济全球化的 21 世纪，房地产行业在国民经济发展过程中起着相当重要的作用，
已然成为我国国民经济的支柱性产业之一。随着中国政治经济改革的持续深入，房地产
企业正面临着重大的政策调整，这对企业内部管理的要求越来越高。我国中小型房地产
企业占房地产企业总数的 90%，是房地产行业的主要构成部分。但这类企业重视规模扩
张轻视内部管理体系构建的问题非常突出，管理水平相对落后，对环境的变化较敏感，
容易受到宏观经济、政策的冲击，长期存在组织机构不足以支撑业务发展、专业技术及
管理人员短缺、部门间职责相互推诿、业务流程不畅、优秀员工流失严重等问题，制约
着企业的长久发展。如何提高这类企业的核心竞争力，保持我国国民经济的持续发展，
成为迫切需要解决的问题

在房地产这种人员密集且资金密集型的行业中，人才是企业的第一生产力。人才通
过劳动，为企业创造价值。企业买卖人才的劳动来获取利润，以扩大自身规模、维持经
营。人才通过企业经营获得的收益得到自身劳动的补偿，以维持物质生活的需要和精神
的满足。企业薪酬管理水平的高低直接决定着其能否留住优秀人才。通过薪酬管理吸纳
人才，充分调动其工作积极性、激发其潜力，是提升企业内部管理水平的突破口，是企
业把握机遇保持稳定健康发展的基础，更是企业提高核心竞争力的根本。因此，房地产
企业面临的核心问题追根溯源是人才的问题，更是薪酬管理的问题

基于现代薪酬管理理论，本文参考了大量房地产企业薪酬管理文献和成功案例，以
远程房地产有限公司为具体的研究对象，利用问卷调查和访谈的形式收集公司现行薪酬
体系的基本情况，评估其中存在的问题。从付薪的基础“劳动价值”差异分析的角度出
发，对公司岗位进行工作分析，确定其核心价值。再利用因素计点法这一薪酬设计专业
技术，对公司所有岗位进行价值评估，拉出岗位等级。根据企业的实际管理需求，建立
以岗位价值为主导，辅以绩效、技能、福利等模块的“岗位薪点工资制”，再结合公司
岗位（工程管理、营销管理、职能管理）的业务属性，制定“以岗效工资为基础的多元
化工资结构”，设计了一套具有较强针对性和实用性的，体现岗位价值差异、职员效能
差异的薪酬体系。最后利用模糊综合评价法对薪酬体系的实施效果进行评估。希望能解
决远程房地产有限公司薪酬管理中企业与员工间平衡、员工与员工间平衡以及员工自身
劳动价值与薪酬间平衡等方面的问题，为公司可持续发展提供有效的支撑。同时，希望
本文的研究为房地产企业的薪酬制度体系设计提供一些有用的参考

关键词：房地产企业，薪酬设计，薪酬管理华北电力大学硕士学位论文
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Abstract
In the 21st century of economic globalization, the real estate industry plays a very
important role in the process of national economic development, and has become one of the
pillar industries of our national economy. With the deepening of China&39;s political and
economic reform, real estate companies are facing major policy adjustments, which require
more and more internal management. China&39;s small and medium-sized real estate enterprises
accounted for 90% of the total number of real estate enterprises, the real estate industry is the
main component. However, these enterprises attach importance to the expansion of the scale
of the internal management system to build the problem is very prominent, the management
level is relatively backward, more sensitive to changes in the environment, vulnerable to
macroeconomic, policy impact, long-term organizational structure is not enough to support
business development, And the shortage of managers, interdepartmental responsibilities
between the prevarication, poor business processes, the loss of outstanding staff and other
issues, restricting the long-term development of enterprises. How to improve the core
competitiveness of such enterprises, to maintain the sustainable development of China&39;s
national economy, become an urgent need to solve the problem.
In the real estate of this personnel-intensive and capital-intensive industries, talent is the
enterprise&39;s first productive forces. Talent through labor, creating value for the enterprise.
Business sale of talent to obtain profits, to expand their own scale, to maintain business.
Talent through the business to obtain the proceeds of their own labor compensation to
maintain the material needs of life and spiritual satisfaction. The level of enterprise salary
management directly determines whether it can retain talents. Through the pay management
to absorb talent, fully mobilize the enthusiasm of their work, to stimulate their potential is to
enhance the level of internal management of enterprises a breakthrough, is to seize the
opportunity to maintain a stable and healthy development of the foundation, but also to
improve the core competitiveness of enterprises. Therefore, the real estate enterprises are
facing the core issues tracing the source of talent is the problem, it is the issue of pay
management.
Based on the theory of modern pay management, this paper refers to a large number of
real estate enterprises salary management literature and success stories, to remote real estate
limited company as the specific research object, the use of questionnaires and interviews in
the form of the company&39;s current salary system to collect the basic situation, problem. From华北电力大学硕士学位论文
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the perspective of the pay of the labor value difference analysis, the work of the company to
analyze the work to determine its core values. Re-use factor measurement method of this
salary design expertise, the company all positions for value assessment, pull out the job level.
According to the actual management needs of enterprises, the establishment of the job value
as the leading, supplemented by performance, skills, welfare and other modules of the post
salary wage system, combined with the company post (project management, marketing
management, functional management) business attributes, The diversified wage structure
based on the effective salary is designed, and a set of salary system with strong and specific
relevance and practicality is put forward to reflect the difference of job value and staff
performance difference. Finally, the fuzzy comprehensive evaluation method is used to
evaluate the effect of the salary system. Hoping to solve the long-term real estate Co., Ltd.
salary management between the balance between business and staff, the balance between
employees and staff and employees of their own labor value and pay balance between the
issues for the company to provide effective support for sustainable development. At the same
time, it is hoped that the research of this paper will provide some useful reference for the
design of the compensation system of real estate enterprises.
Key words： Real estate enterprice, Salary system design, Salary management华北电力大学硕士学位论文
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目 录
摘要.....I
Abstract . II
第 1 章 绪 论....1
1.1 选题背景和意义 .......... 1
1.2 国内外研究综述 ....
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