本文以国有企业某供电企业为例，通过对该企业在人力资源管理中的
薪酬、绩效、岗位管理等方面存在的问题进行案例分析，解答了某供电企
业的薪酬冲突不断、各类用工形式员工的离职率近几年居高不下、工作积极
性不高，出现消极怠工等情况出现的原因，并指出问题的关径点就在于多元
化用工方式下的薪酬管理过于简单，例如薪酬结构单一；绩效工资形同虚
设；薪酬设置太偏答于“按岗分配”等。本文以整合多元化用工形式的薪
酬管理为切入点，以改革的视角提出观点。在大环境背景下，打破以往国企
薪酬管理的“身份管理”，变更为“岗位管理”；将国有供电企业有限的
薪酬资源以多元化员工岗位管理的形式进行再分配；将薪酬设置倾向 “三
核心”，即核心岗位、核心人才和核心业务。运用国内外较先进且实用的岗
位评价方法对岗位进行评价，建立岗位价值评估体系。结合岗位价值评估结
果，采取技术等级薪酬制度、岗位等级薪酬制度、结构薪酬制度和宽带薪酬
制度对多元化用工员工薪酬进行设置，同时对部门绩效进行划块，部门各岗
位人员不论岗位高低，按照工作积分制分配本部门绩效工资，利用关径绩效
指标对各岗位人员进行绩效考核；利用工作积分制对多劳者给予更多的绩效
工资。通过考试的形式选取核心岗位的适合人才，突出员工技能、能力的人
要性，让核心人才得到相应的报酬，同时也让其他岗位上的所有员工在心理
上与企业有一种契约，不分身份，愿意付出自己的努力来做好本岗位工作，多元化用工方式下的薪酬整合管理——以某国有供电企业为例多劳多得。减少因薪酬冲突引起的各种管理问题与内部矛盾，从而实现企业
的经营目标。由此形成一个良性的循环，多劳多得，不劳不得
多元化用工下的薪酬冲突的解决办法不是单一的，本文根据某供电企业
多元化用工下的人力资源管理现状，参考了国内外对多元化用工、薪酬冲突
管理和国有企业供电企业内部特有的管理方式等相关文献和资料，论文作者
本人近几年也从事于供电企业人力资源部，通过自身对供电企业多元化用工
形式的了解和对多元化用工人员的调查与访谈，掌握了第一手资料，因供电
企业的特殊性和保密性要求，文中不方便引用所研究供电企业的相关数据和
详细资料。在对企业相关问题进行详细分析后，在针对薪酬冲突管理上，提
出了以岗位管理为主、以多方激励为辅、以绩效落实到位为准来解决薪酬冲
突的对策，对某供电企业的人事管理是一种突破也是解决现存薪酬冲突管理
的有效方式，对国有企业相关单位解决同样问题时提供一定的参考
关键词：供电企业 用工形式 多元化 整合管理AbstractAbstract
In enterprise, compensation management occupies a pivotal position in the
human resources management. Reasonable compensation settings not only can
play the incentive effect, it also can reduce the pressure that comes from the
artificial cost. Power supply enterprises as the unit of state-owned enterprises, total
compensation is limited, employment is diversified, with other management
problems, the compensation management is difficult and conflicts appear
constantly. How to integrate the compensation , and alleviate the pressure of the
enterprise management How to set the compensation, make the enterprise attract
talents, retain talents Under the background of the reform of state-owned
enterprises, it is an important subject in the study of management that makes these
enterprises more competitive advantage.
This paper took a power supply enterprise state-owned enterprises as an
example, based on the enterprise in human resources management recruitment,
training, compensation, performance and post management problems, it answered
the cause of those problems appearance: compensation conflict, recruitment
difficult, all kinds of labor form employee turnover rate in recent years, the work
efficiency is low, slacking and so on. And point out the key point of the problem
lies in the diversified forms of employment under the compensation management.
With diversified employment compensation management as the breakthrough
point, under the background of the environment，it put forward the view in the
perspective of reform, break the identity management in the compensation
management of state-owned enterprises, and change it to post management；it
distributes the limited compensation resources of the state-owned power supply
enterprises in the form of diversified post management；it set the compensation
tends to three core: the core position, the core talent and the core business. Used
the post evaluation of domestic and foreign advanced and practical method toThe compensation integration management of the diversified employment way
----A state-owned power supply enterprises as exemplifiedevaluate the posts, and established the post value evaluation system. Combined
with the post value evaluation results, adopted technology grade salary system,
posts rank salary system, structure salary system and the elastic compensation
system, to set the diversity recruitment staff salary, make the core talented person
get corresponding remuneration, in the same time, make the core positions of core
talents in psychological and enterprise has a contract, that is will to pay all their
efforts to do well the enterprise&39;s core business, to reduce all kinds of
management issues that caused by compensation conflict and internal
contradictions, So as to realize the management goal of the enterprise. For this, it
will be formed a benign cycle, more pay for more work and no pay for no work, let
some people satisfied with the work tasks and have not satisfied, and also let
others for their labor and income is relatively satisfied.
The solution of the diversified compensation under the labor conflict is not
single, in this paper, according to a power supply enterprise diversification under
the employment of human resources management present situation, reference to
internal and abroad diversified recruitment, compensation conflict management
and the state-owned enterprise internal characteristic of the power supply
enterprise management mode and other related documents and information, the
authors of the paper these years engaged in power supply enterprise human
resources department, through herself understanding of the power supply
enterprise diversified forms of employment and the investigation and interview to
diversified labor personnel, grasped the first-hand information, this paper is not
convenient to refer to relevant data and the details because of the particularity of
power supply enterprise and confidentiality requirements. For compensation
conflict management, it is put forward to post management supplemented, with
various incentive, put the implementation of performance in place to solve the
compensation problems after detailed analysis of enterprises related problems. It is
not only a breakthrough and a effective way to solve the compensation conflict for
the human resource management of the power supply enterprise, but also provides
some reference for the relevant units of state-owned enterprises to solve the same
problem.
Keywords: Power supply enterprises；Employment
form；Diversification；Integration management目 录目 录
1 绪论...........1
1.1 研究背景 ........1
1.2 研究的目的和意义 ....2
1.3 研究的思路和方法 ....2
2 理论基础及研究现状.......4
2.1 多元化用工研究现状 4
2.1.1 多元化用工发展历程......4
2.1.2 多元化用工对企业影响研究......4
2.1.3 多元化用工概念界定......5
2.2 薪酬管理理论的研究 6
2.2.1 薪酬管理概念......6
2.2.2 薪酬理论基础......6
2.2.3 国内外薪酬管理问题
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