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MBA硕士毕业论文_S电厂基层员工薪酬满意度提升策略研究

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I 摘要 随着时代的发展,电力企业作为我国重要的能源供应企业,为我国经济发展提供 了坚实保障。目前我国虽大力发展清洁能源,但是传统火力发电仍然是主要的产电形 式。随着电力行业的深化改革,电力企业要想更好地生存和发展,必须加快各种管理 制度和方法的制定与完善,增强自身竞争力。人才无疑是企业提升竞争力的核心要素 之一。而合理有效的薪酬体系是企业吸引人才、保持人才和发挥人才作用的重要手段。 员工薪酬满意度作为薪酬管理中的重要组成部分,其对于员工工作积极性和企业可持 续发展至关重要。LS 电厂作为一家国有发电企业,基层员工占有很大比重,而近年 来,随着企业规模的增长,LS 电厂的基层员工在团队士气、工作积极性、薪酬和薪 酬满意度等方面的问题越来越多,这直接制约了 LS 电厂的发展和员工的工作积极性。 本文以薪酬管理相关理论为基础,运用文献分析法和问卷调查法,对薪酬、薪酬 管理、薪酬满意度相关的研究成果和理论进行了综述,基于此,以 LS 电厂基层员工 为研究对象,客观、全面地分析了其薪酬管理现状。从薪酬制度、薪酬水平、薪酬公 平性、薪酬结构及福利等五个方面设计了 LS 电厂基层员工薪酬满意度的调查问卷, 通过对 LS 电厂基层员工的实地调查,深入发现了 LS 电厂基层员工薪酬满意度方面 存在的问题,最后有针对性地给出了提升薪酬满意度的策略。 希望本研究得出的结论及提出的对策,能够有利于 LS 电厂基层员工薪酬管理制 度的改进和完善,有利于增强公司基层员工的工作积极性和凝聚力。同时也希望本研 究成果能够为同类企业在员工薪酬满意度提升方面提供有价值的参考。 关键词:LS 电厂;基层员工;薪酬;薪酬管理;薪酬满意度Abstract II Abstract With the development of the times, as an important energy supply company in China, electric power companies have provided a solid guarantee for China's economic development. At present, although China is vigorously developing clean energy, traditional thermal power generation is still the main form of power generation. With the deepening reform of the power industry, if power companies want to survive and develop better, they must speed up the formulation and improvement of various management systems and methods to enhance their competitiveness. Talent is undoubtedly one of the core elements for enterprises to enhance their competitiveness. A reasonable and effective compensation system is an important means for enterprises to attract talents, maintain talents, and give full play to the role of talents. Employee compensation satisfaction is an important part of compensation management, which is very important for employees' work enthusiasm and sustainable development of the company. As a state-owned power generation enterprise, LS Power Plant has a large proportion of grassroots staff. In recent years, with the growth of the size of the enterprise, the grassroots staff of LS Power Plant have become more and more problematic in terms of team morale, work motivation, compensation and compensation satisfaction, which directly restricts the development of LS power plants and the enthusiasm of employees. Based on the theory of compensation management, this paper uses literature analysis and questionnaire survey to summarize the research results and theories related to compensation, compensation management and compensation satisfaction. Based on this, this paper objectively and comprehensively analyzes the current situation of compensation management of LS power plant grassroots staff. This paper designs a questionnaire on the compensation satisfaction of grassroots staff in LS power plant from five aspects: compensation system, compensation level, compensation fairness, compensation structure and welfare. Through the field survey of grassroots staff in LS power plant, it deeply finds out the existing problems in the compensation satisfaction of grassroots staff in ls power plant, and finally gives the strategies to improve the compensation satisfaction. It is hoped that the conclusions and countermeasures proposed in this study will beAbstract III conducive to the improvement and refinement of the compensation management system for the grassroots staff of the LS power plant, and will enhance the work motivation and cohesion of the company's grassroots staff. At the same time, I hope that the results of this research can provide valuable reference for similar companies in improving grassroots staff’s compensation satisfaction. Keywords:LS power plant; grassroots staff; compensation; compensation management; compensation satisfaction目 录 IV 目 录 摘要......... I Abstract.......II 第 1 章 绪论..............................1 1.1 研究背景及意义..........1 1.1.1 研究背景............1 1.1.2 研究意义............2 1.2 国内外研究现状..........3 1.2.1 国外研究现状....3 1.2.2 国内研究现状....4 1.2.3 文献评述............5 1.3 研究内容与方法..........6 1.3.1 研究的主要内容6 1.3.2 研究思路与方法7 第 2 章 理论综述......................9 2.1 薪酬的定义..................9 2.2 薪酬管理的定义及构成.............................9 2.3 薪酬满意度的定义....10 2.4 薪酬满意度的维度....10 2.5 薪酬满意度的相关理论...........................11 2.5.1 需求层次理论..11 2.5.2 双因素理论......12 2.5.3 期望理论..........12 2.5.4 公平理论..........13 2.6 本章小结....................13 第 3 章 LS 电厂基层员工薪酬管理现状分析.....14 3.1 LS 电厂概况...............14目 录 V 3.1.1 LS 电厂简介.....14 3.1.2 LS 电厂的组织结构........................14 3.1.3 LS 电厂基层员工的界定................15 3.1.4 LS 电厂基层员工的情况................15 3.2 LS 电厂基层员工薪酬管理现状..............18 3.2.1 LS 电厂基层员工的岗位等级........18 3.2.2 LS 电厂基层员工的薪酬结构........18 3.2.3 LS 电厂的薪酬调整及发放............20 3.3 LS 电厂基层员工薪酬管理存在的问题..20 3.4 本章小结....................21 第 4 章 LS 电厂基层员工薪酬满意度调查.........22 4.1 问卷调查方案设计....22 4.1.1 调查目的及方法.............................22 4.1.2 抽样方法选择及实施.....................23 4.1.3 问卷的发放与收回.........................24 4.2 问卷数据统计结果....24 4.2.1 描述性统计分析.............................24 4.2.2 问卷的信度和效度分析.................25 4.3 薪酬满意度调查结果分析.......................27 4.3.1 薪酬制度满意度.............................28 4.3.2 薪酬水平满意度.............................28 4.3.3 薪酬公平性满意度.........................29 4.3.4 薪酬结构满意度.............................29 4.3.5 福利水平满意度.............................30 4.4 LS 电厂基层员工薪酬满意度存在的问题及原因分析.........31 4.4.1 薪酬缺乏内部公平性.....................31 4.4.2 薪酬结构不合理.............................31 4.4.3 薪酬制度不完善.............................32 4.4.4 薪酬水平有待提升.........................32 4.4.5 福利缺乏弹性和针对性.................33 4.5 本章小结....................33目 录 VI 第 5 章 LS 电厂基层员工薪酬满意度提升策略.35 5.1 通过宽带薪酬实现薪酬内部公平...........35 5.1.1 完善岗位分析..35 5.1.2 优化岗位评估..37 5.1.3 建立宽薪级制度.............................38 5.1.4 改进晋升制度..40 5.2 增加绩效工资比例,优化基层员工的薪酬结构..................40 5.2.1 调整薪酬结构比例.........................41 5.2.2 优化绩效工资..41 5.3 完善薪酬制度,增加制度的科学性和合理性......................43 5.3.1 坚持薪酬制度制定的科学性和合理性........................43 5.3.2 加强薪酬激励制度调整频次.........43 5.3.3 鼓励全员参与薪酬制度的制定.....44 5.4 注重薪酬调查,助力薪酬水平提升.......44 5.4.1 做好薪酬市场调查,确定公司薪酬水平....................44 5.4.2 做好工资总额预算与管理.............45 5.4.3 依据岗位重要性调整薪酬水平.....45 5.5 实施弹性福利制度,满足各个层次需求..............................45 5.5.1 健全带薪休假制度.........................45 5.5.2 加强员工培训..46 5.5.3 针对不同人群制定匹配的体检项目............................46 5.5.4 调整免费班车制度,满足员工需要............................46 5.5.5 重视人文关怀,肯定员工付出.....46 5.5.6 关注福利作用,提高员工凝聚力.46 5.6 本章小结....................47 结 论.......48。。。。。。以下内容略