近年来国民经济的快速发展过程中，融资平台公司在地方经济的发展和转型过 程中发挥着举足轻重的作用，尤其是地方经济开发区的发展在一定程度上都依赖着 国有平台公司的运营管理。随着国家提出做大做强国有企业的相关要求，国有企业 对人才的需求也日益增加，在企业发展过程中，对于人才的竞争也日渐激烈，而薪 酬管理作为现代化企业管理体系中不可或缺的一个组成部分，对于提升企业的运行 效率和扩大企业的竞争优势以及改善企业和员工之间的关系发挥着至关重要的作 用。在国家对于地方融资平台的政策转变时期，融资平台公司自身也应当充分认识 薪酬管理对于企业发展的作用，尤其是在激烈的市场竞争环境中与拥有灵活的薪酬 制度的民营企业争夺人才，作为国有企业也需要认识到，当前企业在转型发展阶段 时薪酬管理体系中存在的问题，结合企业发展规划和战略及时提出相应的解决对策。 虽然国有企业在薪酬管理方面都制定了相对完善的制度，但是受制于自身体制 机制的问题以及受到企业内外部因素影响，国有企业的薪酬制度往往比较僵化。X 公司作为 A 市市级国有平台公司之一，近十年来承担着 A 市开发区的融资及资产运 营工作。目前面临着国家对融资平台公司市场化转型的要求以及自身发展的迫切需 求，亟需大量专业人才支撑，现有的薪酬制度已成为了制约公司的发展需求的一大 难题。选择 X 公司作为研究对象，结合薪酬管理相关理论指导以及借鉴其他国有企 业薪酬改革的成功经验，对其市场化转型期薪酬体系的重新系统设计以及实施保障 进行专题研究，无疑具有非常重要的实践意义和理论价值。 本文主要围绕薪酬体系有关问题进行研究和探讨，结合国内外薪酬体系的相关 理论，就 A 市某国有平台公司——X 公司现有薪酬体系进行分析，开展员工调研访 谈和薪酬满意度调查问卷，结合调查分析结果进行问题形成的原因，找出了现有制 度中存在薪酬体系缺乏市场竞争力、绩效考核形式化、激励作用不明显等问题。通 过学习国内外薪酬体系的先进理念和国内其他地区的实践经验，结合 A 市同行企业 现状，按照公平性、激励性、经济性、合法性的原则，提出了提升公司薪酬水平市 场竞争力、基于岗位分析的薪酬体系优化、基于绩效考核的薪酬体系优化及建立动 态薪酬调整机制一揽子优化解决方案和保障措施，最终得到与 X 公司在中国经济新 常态下转型发展相适配的薪酬管理体系，且具有可操作性。文章的最后部分是根据 本文中对 X 公司薪酬体系的研究结果进行归纳总结，同时就研究过程中存在的不足 之处进行说明，并对 X 公司下一步研究方向进行了展望。 关键词：薪酬体系；优化设计；职位分析I ABSTRACT In the rapid development of the national economy in recent years, financing platform companies play an important role in the development and transformation of local economy, especially the development of local economic development zones to a certain extent depends on the operation and management of state-owned platform companies. With the requirements of the state to become bigger and stronger state-owned enterprises, the demand for talents of state-owned enterprises is increasing, in the process of enterprise development, the competition for talents is also increasingly fierce, and compensation management as an indispensable part of the modern enterprise management system, It plays a vital role in improving the operational efficiency of the enterprise and expanding its competitive advantage and improving the relationship between the company and its employees. During the policy change of the state for the local financing platform, the financing platform company itself should fully understand the role of compensation management in the development of enterprises, especially in the fierce market competition environment and the private enterprises with flexible compensation system to compete for talent, as state-owned enterprises also need to realize that, At present, the problems existing in the compensation management system in the process of transformation and development of enterprises, combined with enterprise development planning and strategy, put forward corresponding countermeasures in a timely manner. Although state-owned enterprises have developed a relatively perfect system in salary management, but subject to the problems of their own institutional mechanisms and by the internal and external factors of enterprises, the compensation system of state-owned enterprises is often more rigid. As one of the state-owned platform companies in A city, Company X has been responsible for the financing and asset operation of the A City Development Zone for the past ten years. At present, facing the requirements of the national financing platform company market-oriented transformation and its own urgent needs for development, the need for a large number of professionals to support, the existing compensation system has become a constraint on the company's development needs of a major problem. Selecting X company as the research object, combining the theoretical guidance ofII compensation management and drawing on the successful experience of compensation reform of other state-owned enterprises, will undoubtedly have very important practical significance and theoretical value to carry out special research on the re-system design and implementation of the compensation system in the market-oriented transition period. This paper mainly focuses on the compensation system related issues to study and explore, combined with the domestic and foreign compensation system related theory, on a state-owned platform company in A city - X company's existing compensation system analysis, staff research interviews and salary satisfaction questionnaire, combined with the results of the survey to carry out the reasons for the formation of the problem, This is the problem of the lack of market competitiveness of the compensation system, the formalization of performance appraisal and the lack of incentive effect in the existing system. By studying the advanced concept of domestic and foreign compensation system and the practical experience of other parts of the country, combined with the current situation of a city peer enterprise, and in accordance with the principles of fairness, incentive, economy and legitimacy, the paper puts forward the principle of improving the competitiveness of the company's salary level and optimizing the compensation system based on job analysis. The optimization of the compensation system based on performance appraisal and the establishment of a dynamic compensation adjustment mechanism package optimization solutions and safeguards, and finally get the compensation management system corresponding to the transformation and development of X company under the new normal of China's economy, and has operability.The final part of the article is based on the results of the evaluation of X company's compensation system in this paper, at the same time, the shortcomings in the research process, and the next research direction of X company is looked forward. KEYWORDS: Compensation system; optimized design; job analysis1 目 录 第一章 绪论................................................................................................1 第一节 选题背景....................................................................................................1 第二节 研究目的与意义........................................................................................1 第三节 国内外研究现状和发展趋势....................................................................2 第四节 研究内容和研究方法................................................................................4 一、研究内容.......................................................................................................4 二、研究方法.......................................................................................................5 第二章 相关概念及理论基础 ...................................................................6 第一节 概念界定....................................................................................................6 一、薪酬的概念...................................................................................................6 二、薪酬体系类型...............................................................................................6 三、薪酬体系设计原则.......................................................................................8 第二节 薪酬激励理论基础....................................................................................9 一、期望理论.......................................................................................................9 二、公平理论.....................................................................................................10 三、需求层次理论.............................................................................................10 第三章 X 公司现行薪酬管理存在问题及原因分析 .............................12 第一节 公司概况..................................................................................................12 一、公司简介.....................................................................................................12 二、公司组织架构情况.....................................................................................12 三、公司人员构成情况.....................................................................................13 第二节 公司薪酬体系现状..................................................................................14 一、薪酬体系概况.............................................................................................14 二、现有薪酬结构.............................................................................................14 三、公司绩效管理情况.....................................................................................172 第三节 公司薪酬满意度调查及分析.................................................................. 19 一、薪酬满意度调查概况介绍......................................................................... 19 二、薪酬访谈和市场调研................................................................................. 20 三、调查结果及存在问题分析......................................................................... 21 第四节 公司现行薪酬体系存在的问题及原因分析.......................................... 27 一、薪酬水平过低导致岗位缺乏竞争性......................................................... 27 二、薪酬结构僵硬导致公平性不够................................................................. 28 三、绩效考核量化不足达不到激励效果......................................................... 29 第四章 X 公司薪酬体系优化设计方案..................................................30 第一节 提升公司薪酬水平市场竞争力.............................................................. 30 一、确定公司薪酬策略..................................................................................... 30 二、优化定岗定薪工作..................................................................................... 30 三、优化公司薪酬结构..................................................................................... 31 第二节 基于职位的薪酬体系优化...................................................................... 31 一、优化现有职位和岗级................................................................................. 31 二、建立宽带结构式的薪酬等级..................................................................... 33 三、完善福利和津贴机制................................................................................. 34 第三节 基于绩效的薪酬体系优化...................................................................... 34 一、确定与岗位层级匹配的绩效工资比例..................................................... 34 二、优化绩效考核标准与方法......................................................................... 35 三、优化绩效工资发放机制............................................................................. 36 第四节 建立薪酬动态调整机制.......................................................................... 38 一、建立基于绩效考核结果的薪酬调整机制................................................. 38 二、建立基于其他因素变动的薪酬调整机制................................................. 38 第五章 X 公司薪酬体系优化方案的保障..............................................40 第一节 制度保障.................................................................................................. 40 一、建立与公司战略匹配的薪酬体系动态调整模式..................................... 40 二、完善员工晋升和职业发展规划制度......................................................... 40 三、完善相关配套的管理制度......................................................................... 403 四、建立培训制度.............................................................................................41 第二节 组织保障..................................................................................................41 一、优化公司组织架构.....................................................................................41 二、成立相关工作领导小组.............................................................................41 第三节 物质保障..................................................................................................42 第六章 结论..............................................................................................43 一、结论与启示.................................................................................................43 二、论文研究的不足与进一步研究方向.........................................................44