首页 > 资料专栏 > 论文 > 组织论文 > 薪酬管理论文 > MBA硕士毕业论文_CA销售公司现代薪酬体系设计DOC

MBA硕士毕业论文_CA销售公司现代薪酬体系设计DOC

richeng***
V 实名认证
内容提供者
热门搜索
资料大小:917KB(压缩后)
文档格式:DOC
资料语言:中文版/英文版/日文版
解压密码:m448
更新时间:2020/9/27(发布于广东)

类型:金牌资料
积分:--
推荐:升级会员

   点此下载 ==>> 点击下载文档


文本描述
人力资源是企业在实现战略目标上重要的一环, 薪酬又是人力资源中不可或缺 的六大板块之一。薪酬是一个企业员工生存的物质基础也是其社会地位的主要象征, 有着不可替代的意义。本文通过对 CA 销售公司的薪资方案进行剖析,发现问题, 并研究后制定出新的更加科学合理化的薪酬绩效方案。 本文运用了宽带薪酬,平衡计分卡和关键绩效指标(KPI)等薪酬设计工具解决 CA 销售公司薪资模块的设计问题。在宽带薪酬中,与企业战略结合,级差小于带宽, 鼓励员工职级不断上升,吸引住与公司一样可以在沉浮业界市场寻到自己定位,并 一同共进的人才。而 KPI 的设计是与平衡记分卡相结合,从四个维度来设计绩效考 核打分项,并且,也从公司的整个销售流程和各个环节进行打分把关。绩效考核打 分主要由 KPI,岗位综合能力评估打分和岗位工龄工资组成,各占一定权重。摒弃掉 过去没有与公司战略目标激励相一致的或者不利于员工工作状态或者违背公平性等 原则的旧制度,建立起新的以求达到企业的发展与员工的成长共赢的薪资方案。 CA 销售公司所在的 L 集团公司是中国目前最大汽车启动型电池生产企业,在快 速发展的过程中,因受其民营企业共同局限性的影响,原来起点低,人力资源管理 薄弱的问题日益突出,只有建立健全薪酬激励制度才能充分激发销售人员的主观能 动性,确保企业的综合绩效并实现企业的持续发展。同时,也为类似销售技术含量 较低的制造业民营企业的薪资设计提供参考。 关键词: 民营企业 宽带薪酬 关键绩效指标 销售公司II 华 中 科 技 大 学 硕 士 学 位 论 文 Abstract Human resource is an important part of the company's strategic goals. Salary is one of the six indispensable sectors of human resources. Salary is the material basis for the survival of a company's employees and a major symbol of its social status. It has irreplaceable significance. This paper analyzes the salary plan of CA sales company, finds the problem, and researches and develops a new more scientific and rational salary performance plan. This paper uses the salary design tools such as broadband compensation, balanced scorecard and key performance indicator (KPI) to solve the design problem of CA sales company salary module. In broadband compensation, combined with corporate strategy, the level difference is less than the bandwidth, encouraging employees to rise in ranks, attracting the same talents as the company can find their own position in the ups and downs of the industry market, and together. The design of KPI is combined with the balanced scorecard to design performance appraisal scores from four dimensions, and also scores from the company's entire sales process and all aspects. The performance appraisal scores are mainly composed of KPIs, post comprehensive ability assessment scores and post-age wages, each with a certain weight. Abandon the old system that did not conform to the company's strategic goal incentives or is not conducive to the employee's work status or violate the fairness, and establish a new salary plan to achieve the development of the company and the growth of employees. The L Group Company, where CA Sales Company is located, is the largest automobile-initiated battery manufacturer in China. In recent years, its scale has continued to grow and develop. Due to the nature of its private enterprises, the original starting point is low and human resources management is weak. Only the compensation incentive mechanism is perfected. Inspire the sales staff's work enthusiasm and creativity to adapt and support the sustainable development of the company. At the same time, it alsoIII 华 中 科 技 大 学 硕 士 学 位 论 文 provides reference for the salary design of manufacturing private enterprises with similar sales technology. Key words: Private enterprise Sales company Broadband pay KPIIV 华 中 科 技 大 学 硕 士 学 位 论 文 目 录 摘要.................................................................................................................I Abstract.......................................................................................................... II 图目录............................................................................................................VI 表目录...........................................................................................................VII 1 绪 论.........................................................................................................1 1.1 研究背景 ..................................................................................................1 1.2 研究目的和意义 ......................................................................................2 1.3 国内外研究现状 ......................................................................................3 1.4 研究思路和研究方法................................................................................4 2 销售公司薪酬体系相关理论 ....................................................................7 2.1 薪酬的相关概念........................................................................................7 2.2 薪酬体系的概念及其设计原则................................................................9 2.3 销售人员主要薪酬模式..........................................................................11 2.4 激励理论 ..................................................................................................12 3 CA 销售公司销售人员薪酬体系现状及问题分析 ...............................15 3.1 CA 销售公司简介 ....................................................................................15 3.2 CA 销售公司人员现状 ............................................................................16 3.3 CA 销售公司薪酬体系存在的问题 ........................................................19 4 CA 销售公司销售公司现代薪酬体系构建 ...........................................23 4.1 CA 销售公司薪酬体系设计原则与改进思路........................................23 4.2 CA 销售公司现代薪酬体系设计 ............................................................26V 华 中 科 技 大 学 硕 士 学 位 论 文 4.3 CA 销售公司激励股权设计 ....................................................................43 4.4 CA 销售公司现代薪酬体系构建的保障..............................................45 5 结论与展望 ..............................................................................................47 5.1 研究结论 ..................................................................................................47 5.2 研究展望 ..................................................................................................47 致 谢.............................................................................................................49