随着我国市场经济的迅速发展，员工薪酬体系的设计及管理在组织及企业人 力资源管理中的位置也日显其重。毋庸置疑，科学合理的薪酬是一种有效的激励 因素，可以起到吸引和留住人才的积极作用，反之则可能会导致人才的流失，给 企业的长远发展带来负面影响。因而，不断改进和完善现有薪酬体系，对于现代 企业的发展具有极其重要和深远的战略和现实意义。 本文借鉴现代薪酬管理理论，剖析了中国建筑第五工程局的薪酬体系的现状 及其所存在的问题，通过分析指出，该局现行的薪酬体系明显存在与工作绩效的 相关性不大、激励效果不明显、薪酬的构成要素比较单一、员工的晋升通道不太 畅通、薪酬的支付存在一定的不公平性、薪酬未真正与考核及晋升淘汰挂钩、激 励手段过于单一等问题。并根据中国建筑第五工程局人力资源管理方面的自身特 点及未来的发展方向，对现有的薪酬体系进行改进，首先，根据中国建筑第五工 程局的总体战略目标，在现有薪酬战略目标的基础上对薪酬战略目标进行了改进； 其次，采用工作分析、调查法、评分法等对中国建筑第五工程局的岗位价值进行 了有效的评估，确定了公司内部不同岗位级别的相对价值并以此作为岗位定薪的 依据；再次，依据市场薪酬调查，结合中国建筑第五工程局的不同岗位级别实际 情况，确定了公司各岗位级别的薪酬水平；然后，考虑中国建筑第五工程局各岗 位激励和约束的不同，根据公司的实际情况，合理设计各岗位薪酬的结构比例， 真正体现薪酬体系的激励和保健功能；最后，完善公司薪酬体系的薪酬晋升通道， 改善现有薪酬体系的管理流程，使之成为适合本企业战略发展目标、组织架构、 市场竞争环境和企业自身发展的薪酬体系。 本文对薪酬体系的改进方案是以市场和中国建筑第五工程局自身所属行业、 发展阶段、公司属性等方面及员工的需求为改进的依据。在薪酬体系改进的过程 中试图建立与薪酬体系相适应的绩效考核体系及双向沟通的管理机制。本文关于 薪酬体系改进方案的研究对国内同类企业的薪酬体系改进与设计具有一定的借鉴 和参考意义。 关键词，薪酬体系；工作分析；岗位评价；改进；中建五局II Abstract Along with the quick development of our country’s market economy, the design and management of employee’s salary system become more and more important in organization and enterprise’s human resource management. It is no doubt that the salary of scientific and reasonable is an effectively invigorative factor which can make a positive effect for attract and retain talented person. On the contrary, it may cause running off of talented person and bringing negative effect for enterprise’s farsighted development. As a result, continuously improve and consummate salary system has very important and profound meaning of strategic and realistic to the development of modern enterprise. This essay uses the theories of modern salary management, analyzed the present condition and existed problem of salary system in China Construction Fifth Engineering Division. Through analysis, the author pointed out that the division's current salary system existed many obvious problems: the relativity with work performance is not great, the invigorative effect is not obvious, the composing factor of salary is very single, the passage of employee’s promote is not unimpeded, the paying of salary is not fair, the salary is not really relative to examine and promote, the invigorative way is too simple, etc. According to the characteristics and future development direction of human resource management in China Construction Fifth Engineering Division, this essay carried on an improvement to the existing salary system: First, carried on an improvement at the foundation of existed salary strategic targets according to China Construction Fifth Engineering Division’s total strategic targets; Second, valuated the post value of China Construction Fifth Engineering Division adopted the method of analysis, investigate and grade, and made sure the opposite value of the company’s internal and different post Class and used this as the basis of post settles salary; Again, made sure the salary level of each post of company Class according to market salary survey and combined with actual circumstance of different post Class in China Construction Fifth Engineering Division; Then, considering the different inspirit and restrict of each post in China Construction Fifth Engineering Division, designed the structure comparison of each post salary rationality and embodied the inspirit and health care function of salary system according to the actual circumstance of company; Finally, consummated the salary promotes passage of company salary system and improved the management process ofIII existing salary system, which made it become a salary system suitable for enterprise strategy development target、organize structure、market competition environment and enterprise development. The improvement of salary system in this assay is based on the market and itself trade 、 develop stage 、 company attribute and the employee's need of China Construction Fifth Engineering Division. Tried to establish performance examine system that accommodate to the salary system and bidirectional communicating management mechanism. This assay’s research about salary system improvement project has referenced meaning to the salary system’s improvement and design of the same kind enterprise in our country. Key Words: Salary system; Job analysis; Job evaluation; Improvement; China Construction Fifth Engineering DivisionIV 目 录 学位论文原创性声明和学位论文版权使用授权书 .................................................. I 摘要 ....................................................................................................................... II Abstract ................................................................................................................... III 插图索引............................................................................................................... VII 附表索引.............................................................................................................. VIII 第 1 章 绪论 ...........................................................................................................1 1.1 选题背景及研究意义 ................................................................................... 1 1.1.1 选题背景 ............................................................................................... 1 1.1.2 研究意义 ............................................................................................... 2 1.2 研究的理论基础 ........................................................................................... 2 1.2.1 需要层次理论........................................................................................ 2 1.2.2 双因素理论 ............................................................................................ 3 1.2.3 期望理论 ................................................................................................ 3 1.2.4 公平理论 ................................................................................................ 4 1.3 国内外研究文献综述 ................................................................................... 5 1.3.1 国外薪酬管理文献综述 ........................................................................ 5 1.3.2 国内薪酬管理文献综述 ........................................................................ 6 1.3.3 现代企业薪酬管理发展的新趋势 ......................................................... 7 1.4 研究的基本思路及方法 ............................................................................. 10 1.4.1 研究的基本思路 .................................................................................. 10 1.4.2 研究的方法 ......................................................................................... 10 第 2 章 中建五局薪酬体系的现状及问题分析......................................................12 2.1 中建五局公司概况 ..................................................................................... 12 2.1.1 公司的沿革 ......................................................................................... 12 2.1.2 公司的组织结构 .................................................................................. 13 2.1.3 公司的管理模式 .................................................................................. 14 2.1.4 公司的发展战略 .................................................................................. 15 2.2 中建五局员工薪酬体系的现状 .................................................................. 16 2.3 中建五局薪酬体系所存在的问题 .............................................................. 19 2.4 中建五局薪酬体系所存在问题的原因分析 ............................................... 20 第 3 章 中建五局薪酬管理体系改进方案设计......................................................23 3.1 薪酬体系改进的原则和指导思想 .............................................................. 23V 3.2 薪酬体系改进方案设计 ............................................................................. 26 3.2.1 制定与公司发展战略相适应的薪酬体系 ............................................ 26 3.2.2 薪酬调查及薪酬策略 .......................................................................... 26 3.2.3 工作分析与岗位评价 .......................................................................... 29 3.2.4 薪酬体系改进方案设计 ...................................................................... 35 第 4 章 中建五局薪酬体系改进方案的实施..........................................................44 4.1 薪酬体系的实施过程 ................................................................................. 44 4.1.1 争取管理层支持 .................................................................................. 44 4.1.2 加强宣传沟通...................................................................................... 45 4.1.3 开展培训学习...................................................................................... 45 4.2 改进方案实施中可能遇到的问题及对策 ................................................... 46 4.2.1 实施中可能遇到的问题 ...................................................................... 46 4.2.2 解决问题的办法及对策 ...................................................................... 46 4.3 实施的保障措施 ......................................................................................... 47 4.3.1 保证薪酬体系实施的公平性 ............................................................... 47 4.3.2 建立相配套的绩效考核体系 ............................................................... 47 4.3.3 建立双向沟通的管理机制 ................................................................... 48 4.3.4 完善与薪酬相关的管理制度 ............................................................... 49 结 论 ....................................................................................................................50