C公司是一家有着30多年历史的制药企业,经过长期发展,企业规模逐步扩大,
经济效益逐年增长,已成为当地最具影响力的龙头企业之一。但随企业的快速发
展,企业原有的管理体系也暴露出一些不再适应发展要求的环节与部分,尤其是
在中层管理人员薪酬设计方面存在明显问题,导致骨干人才流失现象。因此应尽
快改革现有的人力资源激励方案,制定兼具公平性和竞争力的薪酬管理体系,发
挥C公司的核心竞争力,帮助C公司保留、激励、吸引核心人才。
本文以现代薪酬理论为基础指导,采用调查问卷、理论研究、图形分析、数
据比较等方法,按照找出问题、分析原因、制定解决方案的步骤进行写作。本文
以C公司中层管理人员为研究对象进行薪酬再设计,第一步阐明薪酬管理相关理
论,为深入研究做了理论铺垫;第二步通过实际调查,发掘C公司中层管理人员现
行薪酬体系存在的问题和不足,进一步分析问题产生的根源,提出重新设计薪酬
的必要性;第三步采用理论与实际相结合、定量与定性分析相结合的方法,提出
薪酬体系改进的思路,依据公平性、经济性等原则,重点对C公司中层管理人员薪
酬体系进行优化设计,补充了C公司现有薪酬制度的不完备。在设计过程中,力争
做到战略层面、制度层面、技术层面有机结合,从而能使新方案充分激励中层管
理者发挥最大潜能、提高企业竞争优势。在新建薪酬体系中丰富了薪酬激励要素,
形成了包括基础工资、绩效工资、奖金、福利等多元薪酬成分在内的科学合理、
充满活力的薪酬结构;最后提出了薪酬体系实施保障,并强调增加薪酬监控诊断,
根据情况做出适当调整,才能达到方案的最优效果。
新的薪酬设计方案具有较强的弹性和灵活性,通过直接优化C公司中层管理人
员的薪酬体系,更好地幵发利用企业人力资本,满足c公司战略发展的需要。希望
对其他同类企业有一定的借鉴作用。
关键词:人力资源;薪酬设计;中层管理人员
ABSTRACT
With the rapid development of knowledge economy, enterprises are facing more
intense competition. Talent has become the key factor in enterprise competition, how to
design, adjust and optimize the organization&39;s human resources management system,
especially the salary system to attract talent and give play to them,has become an
important task of the development of modern enterprises. Middle-class managers as the
core strength of the enterprise,how to retain them, fully mobilize their enthusiasm, exert
their knowledge, skills and management ability to build a competitive, efficient, scientific
middle-level salary system has become an important topic which the enterprise faces.
C is a pharmaceutical enterprise with 30 years history. After a long-term
development, enterprise has gradually expanding, the economic benefits were increasing
year by year, C has become one of the most influential leading local enterprises. Although
with the rapid development of enterprises, the original enterprise management system
exposes some sections that do not adapt to the development demand, especially the
obvious problems in middle management personnel salary design which results in talent
drain. In the face of the current environment, the need to reform the existing human
resource strategy, optimize and perfect a set ofM impartial to internal and competitive to
external ” scientific salary management system, and make it to be the core
competitiveness in helping the C with absorbing,motivating and retaining core talent.
With the guideline of modern compensation management theory,this article holds a
discussion which following the way of presenting- analysing-solving ” problem by
using the literature research,questionnaire, interview method, chart analysis and other
research methods. This thesis redesign the salary management of the middle-level
managers in C company. First, discuss the relative theories of salary management to lay
the theoretical foundation for the next research work; then find out the problems and
weak points existing in salary system of C company by the actual investigation, focus
on the root of the problems and point out the necessity of salary system optimization;
then according to the company own situation determine the design improvement
solutions of salary management by the way of combining theory with practice and
qualitative analysis and quantitative analysis method, focus on the perfection of C
company&39;s middle management personnel salary system, compensate the existing salary
system basing on the principle of fairness, economic and strategy. In the design process,
the new design should manage to be the organic combination among the strategic aspect,
the system aspect and the technical aspect, thus fiilly motivating middle managers to
maximize their potential, improving enterprise&39;s competition. The new compensation
system enrich itself by compensation incentive factors, creating a scientific,reasonable
and dynamic compensation structure within a pluralism compensation components,
such as the basic salary, performance salary, bonus, welfare; finally put forward tiie
safeguard security compensation system, make appropriate adjustments according to the
situation and lay stress on increasing the supervisory control and diagnosis,in order to
achieve tiie most superior effect of the design.
The new salary design is strongly flexible. It explores and utilizes the human
capital of enterprise through optimization for middle-class managers of C company&39;s
compensation system directly, to meet the strategy development requirement of C
company. Hope to have the certain reference function to other similar enterprises.
Key words: Human Resource; Compensation Design; Middle Class Manager
第1章绪论
1.1研究背景
随着社会经济的快速发展,现代经济已进入知识经济时代。人力资本成为制
约企业生存发展的最重要条件之一,企业应当将人力资源管理作为企业管理的重
点,建立起一套合理、完备、高效的人力资源管理体系,才会在激烈的市场竞争
中获得优势,为将来的生存发展提供强大支持。而人力资源管理的重要内容之一
就是薪酬管理,它是企业吸引、激励人才的关键工具。运用帕累托最优原理对企
业人力资源情况进行分析,我们发现多数企业中20%的人员决定了企业80%的效益,
而且这20%的人员中80%以上为中层管理人员。而往往这20%的人员构成企业发展中
的不稳定因素。由于经营模式低下、人才观念落后、激励机制缺乏,使得许多企
业人才流失情况严重,一定程度上制约了企业的健康发展。
从人力资源管理角度看,中层管理人员在企业中发挥着承上启下的重要作用,
是企业改革的先锋、创新的主要力量,他们承担着创造利润的重任,其管理能力
的强弱直接决定了企业战略的实现程度,同时,企业文化的发扬也需要中层管理
人员的身体力行。一个企业拥有稳定、优质的中层管理队伍,不仅维系着企业的
正常运转,同时可使高层管理人员队伍得到强化更新。虽然企业对中层管理人员
的重视程度有所提高,但企业对中层管理者的薪酬激励措施还不够完善。现行的
研究对象多为企业的高层管理者和基层员工,针对企业的中层管理人员进行的激
励研究比较缺乏。因此,本文对C公司中层管理人员的薪酬设计问题进行研究,通
过理论研究和实际情况分析,以满足员工内在需求、改进C公司现有的人力资源战
略,重新设计出具有内部公平性、外部竞争力的薪酬管理体系,帮助企业吸收、
保留和激励中层骨干,使得中层管理者的行为、态度和能力符合C公司发展战略要
求,以人才优势在行业竞争中保持稳定发展。
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