企业薪酬设计是企业进行现代企业制度改革的基本内容之一，是影响企业员工个 人切身利益以及企业市场竞争力大小的重要因素。因此，如何设计有效的员工激励方 案、挖掘员工潜能，己成为企业人力资源管理的核心。一套科学的薪酬管理方法是企 业留住员工、用好员工和提高其积极性与主动性，并进而保持组织竞争力的关键因素， 因此本文的目的是通过研究朝阳钢铁公司，提出适合于该企业状况的薪酬方案模型， 从而提高该企业的薪酬管理水平，促进员工积极性的发挥。 朝阳钢铁公司始建于1958年，经过40多年的发展，现已成为国家特大型钢铁联 合企业，河南省重要的钢铁生产基地。由于企业推行结构调整步伐，加速装备大型化、 现代化，产品系列化、专业化进程，企业现行的薪酬体系即岗位技能工资制的不适应 性也越来越明显，员工不满工资现状甚至人员流失的情况时有发生。本文运用层面结 构原理和人力资源管理理论，吸取宽带薪酬制度设计理念，利用比较研究方法对公司 目前薪酬制度与设计的薪酬方案作对比，通过定性和定量分析相结合，对朝阳钢铁公 司薪酬方案设计进行了深入的探讨，以期解决目前公司薪酬体系存在的问题以及为类 似企业薪酬方案设计提供有益的参考和借鉴。 论文首先介绍了朝阳钢铁公司的基本概况，对公司面临的钢铁行业宏观环境和行 业状况以及该公司具有的优劣势进行了深入分析，对公司工资制度改革历程进行了说 明，对现行薪酬体系即岗位技能工资制现状进行了阐述;其次，运用抽样调查和文案 调查方法，发现公司目前在薪酬制度中存在问题并进行了剖析，另外，在薪酬设计中， 要坚持薪酬制度改革的基本原则和目标，再者，结合公司实际，提出了薪酬设计方案， 以岗位效益工资制度为主体，根据特殊岗位职工在劳动中投入的劳动要素类型的侧重 点和对企业的影响程度不同，建立经营者年薪、中高层管理人员模拟年薪制、科技人 员收入激励机制、营销人员“基薪+销售收入或利润工资分成”制多种工资收入分配 模式，这是本文的重点，最后，薪酬设计方案还必须考虑与公司内部人事和劳动用工 制度相配套的原则以及应注意的几个问题。 关键词:钢铁公司薪酬方案设计 Abstract Scheme of payment is one of the fundamental contents in reform of modern system in enterprises. It is also an important factor which may affect the immediate personal interests of staff members and market competitiveness of the enterprises. Therefore, it has become the core of human resources management for enterprises to design effective staff encouraging scheme and to tap the staff's potential. A scientific payment managing method is the critical factor for keeping the personnel, increasing their initiative in work, and keeping the competitiveness of enterprises. In this paper, the author takes Chaoyang Iron& Steel Company as an example and puts forward a model for salary which may be applicable for it to increase its salary administration level and to promote the staff's initiative. Chaoyang Iron&Steel Company was built in 1958, which is already now a superlarge iron&steel complex and an important iron&steel production base in Henan Province after over four decades. Because of the rapid construction adjustment pace, equipment enlargement and facility modernization, and due to carrying out serialization and specialization of products, the existing wages system, i.e. skill-relating wages structure, becomes less and less practical. The staff is getting more and more unsatisfied with the present wage allocation system. As a result, leaving of personnel occurs now and then. In the article, by layer structure principle and the theory of human resources management, the author assimilates the idea, of broadband payment system design and will compare the current wages system to the designed program. Through combined analysis of quantitativeness and qualitativeness, the author has made a deep investigation and study on the program design of salaries so as to solve expectedly the existing problems in payment system and offer useful reference and salutary lesson for those enterprises similar In this paper, the following will be included. The general situation of Chaoyang Steel will be firstly elucidated. Simultaneously, the macro environment, status of trade that the company faces, superiority and inferiority in its trade it has will be deeply analyzed. The course of reform of salary system will be looked back on and the current payment system, i.e. the present situation of skill-relating wage system will be described as well. Secondly, by sampling survey and actual case system are found out and bases and objectives of analyzed investigation method, problems in the existing wage Thirdly, in the design of salary allocation program, reform of wages system should be adhered to. Moreover, combining with the practice in the company program of salary allocation is put forward, which is also the key point of the paper, and is composed mainly of skill-relating wages system. According to what the staff on special posts particularly emphasizes on in labor and degree of their influence, there should establish a multi income allocation mode consisting of manager yearly salary, simulated yearly salary system for middle and high level managerial personnel, income encouraging mechanism .for scientific and technical personnel, basic wages+sales income or profit sharing scale for selling and marketing personnel. In addition, the principle of internal personnel matching with the system of labor power employment and some other points must be taken into consideration in the design of scheme of salary. Keywords: iron&steel company scheme of salary design 目录 第一章引言·...................................................................................... l 1. 1选题背景·.. ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... l 1. 2研究方法和框架·.. ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... 2 1. 3研究意义·.. ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... 3 第二章朝阳钢铁公司的基本概况·........................................................4 2. 1公司规模、组织结构·.............................................................. 4 2. 2公司人力资源现状·.. ... ... ... ... ... ... ..··· . ... ... ... ... ... ... ... ... ... ... ... ... ... 4 2. 3公司所具有的优劣势分析·......................................................... 6 2.4行业背景·.. ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... 7 第三章公司薪酬体系现状和存在问题分析·.........................................g 3. 1公司工资制度的探索过程·..................................................... g 3. 2公司薪酬制度现状调查·........................................................... 13 3. 3公司现行薪酬体系结构·................................ ... ..................... 14 3. 4公司薪酬体系存在问题分析·..................................................... 17 第四章公司薪酬方案设计的理念、目标和原则·...................................21 4. 1宽带薪酬设计理念·...................................... ........................ 21 4. 2公司薪酬方案设计的目标·..................................................... 2 4 4. 3公司薪酬方案设计的基本原则·............................................... 2 6 第五章公司薪酬方案设计内容·........................................................30 5. 1岗位效益工资制设计·.. ... ... ... ... ... ... ... ... ... ...... ...... ... ... ... ... ... 3 0 5. 2不同类型人员薪酬方案设计·.. ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... 3 8 第六章公司薪酬方案实施注意事项·..................................................42 6. 1人事制度·.. ... ... ... ... ... ... ... ...... ... ... ... ... ... ... ... ... ... ...... ...... ... 4 2 6. 2劳动用工·.. ... ... ... ... ... ... ... ...... ... ... ... ... ... ... ... ... ... ...... ...... ... 4 3 6. 3薪酬调整·.. ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ... 4 4 第七章、结论·......................................................................................50