星浦公司中层管理人员薪酬管理方案研究 21 世纪是机遇与挑战并存的时代，伴随知识经济来临和市场竞争的日益激 烈，人力资源管理成为企业获得核心竞争力的关键和获取竞争优势的主要因素。 而人才是人力资源中最有代表性的重要组成因素，越来越多的企业通过人才培 养和管理来获取竞争优势。中层管理者在企业人才管理中起着举足轻重的作用， 企业运营和可持续发展与中层管理者的能力和业绩表现息息相关。中层管理者 在企业中肩负着企业决策、战略执行、管理沟通等重要角色，贯彻公司整体发 展的重要环节，他们是企业中流砥柱。中层管理人员的薪酬管理方案不完善， 将导致优秀的中层管理人员流失，出现企业中间管理人才断层现象，影响企业 的正常生产运营，这对一个企业的可持续健康发展是有极大危害的。 星浦公司属于电子行业，人才的竞争随着电子行业技术的革新加快与日俱 增，虽然公司在不断发展中坚持以人为本的管理思想，持续改进公司的人力资 源管理制度，但中层管理人员仍存在离职率上升、工作积极性下降的问题。本 文对中层管理人员薪酬管理方案现状进行分析，通过薪酬满意度调查，发现星 浦公司中层管理人员存在薪酬满意度低、绩效考核方式不合理、福利薪酬单一 等问题，中层管理人员的薪酬管理没有针对性，以往的薪酬制度都是普惠制， 导致了中层管理人员的薪酬管理方案在薪酬结构、绩效薪酬、福利薪酬等方面 存在一些问题和不足。 本文收集和整理了人才资源管理相关的著作、文章，运用 MBA 阶段所学的 知识，参阅人才资源管理以及薪酬管理等方面的文献，分析挖掘星浦公司中层 管理人员薪酬管理方案存在的问题，并对其进行完善。根据马斯洛需求层次理 论、激励理论等薪酬管理知识，制定薪酬管理方案的基本目标，提出了对中层 管理人员基本工资结构、核心人才薪酬、绩效考核评价等级、绩效奖金发放比II 例、绩效评价内容等方面的薪酬方案，并对中层管理人员的福利薪酬进行了设 计，提升中层管理人员的物质和精神激励作用，提高稳定性。为确保薪酬方案 的实施，在薪酬管理组织、人事制度、信息沟通方面建立了充分的保障体系。 本文对提升星浦公司中层管理人员的工作积极性，激励其在实现个人价值 的同时为企业实现良性可持续发展发挥了积极作用；另外，本文的研究原则和 方法，对其他公司或者行业进行薪酬管理方案研究时起到一定的借鉴作用。 关键词： 中层管理人员，薪酬管理，薪酬激励III Abstract Research on the Compensation Management Scheme for Middle-level Managers of XingPu Company The 21st century is a time of both opportunities and challenges. With the advent of knowledge economy and increasingly fierce market competition, human resource management has become a key factor for enterprises to acquire core competitiveness and competitive advantage.Talents are the most representative of human resources, and more and more enterprises pay attention to the cultivation and management of talents to gain competitive advantages.Middle managers play an important role in enterprise talent management.The operation and sustainable development of enterprises are closely related to the ability and performance of middle managers.Middle managers play important roles in enterprise decision-making, strategy implementation and management communication, and they are the mainstay of enterprise development.The imperfect compensation management scheme of middle management personnel will lead to the loss of excellent middle management personnel and the faulting of middle management talents in enterprises, which will affect the normal production and operation of enterprises. This is of great harm to the sustainable and healthy development of an enterprise. Xingpu company belongs to the electronic industry. The competition of talents is increasing with the acceleration of technological innovation in the electronic industry. Although the company adheres to the people-oriented management idea in the continuous development and keeps improving the human resource management system of the company, the middle-level managers still have the problem of increasing turnover rate and decreasing working enthusiasm.In this paper, the current situation of middle management compensation management scheme analysis, through the pay satisfaction survey, found the Xingpu company middle managers remain low pay satisfaction, performance appraisal way is not reasonable, welfare pay a single,IV middle management compensation management is not targeted, the previous salary system is Generalized system of preferences, resulted in the compensation management scheme of middle management in the salary structure, performance appraisal, salary welfare, as well as some problems and the insufficiency. This paper collects and collates the works and articles related to talent source management, Uses the knowledge learned in the MBA stage, Refer to the literature on talent resource management and salary management, analyzes the problems existing in the salary management scheme of middle-level managers in xingpu company, and makes improvement. According to maslow's hierarchy of needs, and the theory of incentive compensation management knowledge, the basic goal of pay management plan and puts forward the basic wage structure of middle management, core talent compensation, performance appraisal, performance evaluation grades proportion of bonuses, the performance evaluation content of compensation plan, and the middle management of the welfare system was designed, To enhance the material and spiritual motivation of middle managers, improve stability. In order to ensure the implementation of salary scheme, a sufficient guarantee system has been established in the aspects of salary management organization, personnel system and information communication. This paper improves the work enthusiasm of middle management staff in xingpu company, and encourages them to play a positive role in realizing positive and sustainable development of the enterprise while realizing personal value. In addition, the research principles and methods of this paper can be used as a reference for other companies or industries to study compensation management schemes. Keywords: Middle management，Salary management，Salary incentiveV 目 录 第 1 章 绪论........................................................................................... 1 1.1 研究背景与意义 ............................................................................ 1 1.2 研究方法与内容 ............................................................................ 3 1.3 理论基础和文献综述 .................................................................... 3 第 2 章 星浦公司中层管理人员薪酬管理方案现状及存在问题 ...... 7 2.1 中层管理人员薪酬管理现状 ........................................................ 7 2.2 中层管理人员薪酬管理方案存在的主要问题.......................... 12 2.3 中层管理人员薪酬管理方案问题的原因分析.......................... 16 第 3 章 星浦公司中层管理人员薪酬管理方案设计......................... 18 3.1 中层管理人员薪酬管理方案设计目标...................................... 18 3.2 中层管理人员基本薪酬方案 ...................................................... 19 3.3 中层管理人员绩效薪酬方案 ...................................................... 24 3.4 中层管理人员福利薪酬方案 ...................................................... 28 第 4 章 星浦公司中层管理人员薪酬方案的实施保障..................... 31 4.1 组织保障 ...................................................................................... 31 4.2 制度保障 ...................................................................................... 32 4.3 信息沟通保障 .............................................................................. 33VI 结 论 ..................................................................................................... 34