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MBA毕业论文_中小型制造企业STY公司薪酬管理体系重建研究DOC

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电线电缆产品是国民经济中各产业发展的重要基础,是国家能源结构调整和信息 化改造的必要物理载体。STY 公司作为一家中小型制造企业,从 2000 年开始专业从 事电线电缆制造,主要应用于白色家电、工业设备及汽车等领域的配套。在近二十年 来的发展历程中,STY 公司从快速发展阶段陷入到转型升级瓶颈,其业务收入从初创 时的 2000 万元增长到 1.6 亿元的巅峰,再下跌到如今的 7000 万元。在这个过程中的 每次变革里,人力资源配置调整都是关键节点,但企业所处的行业与自身的规模却限 制了 STY 公司在人力资本上的投资力度。在竞争激烈的今天,电线电缆制造行业早就 是市场竞争的红海,利润率低与中小型的规模使得 STY 公司的薪酬管理体系的研究在 薪酬水平、薪酬设置、薪酬结构上根本无法完全照搬或引用大型企业的薪酬管理体系。 那么在资源配置有限的前提下,灵活、有效地重构 STY 薪酬管理体系将大大提升企业 升级转型的效率及成功率,并为 STY 公司后续红海求存能寻找到蓝海创造契机和提供 坚实的发展平台。同时期望本文在研究中得到的一些通用的操作方法,为寻找适合中 小型制造业特点的薪酬管理体系设计思路与实践提供一点抛砖引玉的思考。这将带给 很多在人力资源配置上习惯采用节流措施的中小型企业一种新的思路,也能让其在公 司未来的发展中减少劳资纠纷与提升企业凝聚力及竞争力。 论文通过文献研究、深度访谈、案例分析等方法,分析了 STY 公司当前薪酬管理 体系存在的问题,包括薪酬项目设置区分度差、同质化严重、薪酬差距小、弹性差、 项目繁杂等,这使得薪酬结构激励效果差、薪酬管理体系贡献关联效度低。本文在借 鉴熊俊峰博士的“3P1M”四维薪酬结构模型基础上,结合了自我决定理论,同时考虑 到中小型制造企业的人力资本投入有限的现实状况,最终提出了“2M1PL”金字塔薪 酬管理模型。该模型是将人和岗位的关联度降低,主要聚焦在组织经营活动中产生的 具体事务完成上,对组织内的事务进行分类识别、工作量测算、贡献关联来建立工作 清单,以求达到激发职工在工作中主观能动性。文中用“2M1PL”金字塔薪酬管理模 型分三个层级重建 STY 公司的薪酬管理体系,以期激活组织内僵化的人力资源。 关键词,2M1PL;中小型制造企业;薪酬管理体系;工作清单;组织贡献关联III Abstract Wire and cable products are the important basis of the development of various industries in the national economy and the necessary physical carrier of the national energy structure adjustment and information transformation. As a small and medium-sized manufacturing enterprise, STY company has been specializing in wire and cable manufacturing since 2000, which is mainly used for supporting white goods, industrial equipment and automobiles. In the past two decades, STY has fallen into the bottleneck of transformation and upgrading from the stage of rapid development. Its business revenue has increased from 20 million yuan at the beginning to 160 million yuan at the peak, and then dropped to 70 million yuan now. In every change in this process, the adjustment of human resource allocation is the key node, but the industry and the size of the enterprise limit the investment of STY in human capital. In today's fierce competition, the wire and cable manufacturing industry has long been a red sea of market competition. The low profit margin and small and medium-sized scale make it impossible to completely copy or quote the salary management system of large enterprises in terms of salary level, salary setting and salary structure. Under the premise of limited resource allocation, the flexible and effective reconstruction of STY salary management system will greatly improve the efficiency and success rate of enterprise upgrading and transformation, and provide a solid development platform for STY to find opportunities and create opportunities for its follow-up red sea survival. At the same time, it is expected that some general operating methods obtained in this paper can provide some thoughts and practices for the design of compensation management system suitable for the characteristics of small and medium-sized manufacturing industry. This will bring a new idea to many small and medium-sized enterprises who are accustomed to adopting cost-cutting measures in human resource allocation. It will also enable them to reduce labor disputes and improve enterprise cohesion and competitiveness in the future development of the company. Paper by the method of literature research, in-depth interviews, case analysis and so on, analyzed the STY company the current problems existing in the compensationIV management system, including compensation project Settings to distinguish the degree of difference, severe homogeneity, salary gap between small, poor flexibility, project is multifarious, etc., which makes the incentive compensation structure effect is poor, low contribution associated validity of compensation management system. On the basis of referring to Dr. Xiong junfeng's 3P1M four-dimensional compensation structure model, this paper combined the theory of self-determination and considered the limited human capital input of small and medium-sized manufacturing enterprises, and finally put forward the 2M1PL pyramid compensation management model. This model reduces the correlation between people and posts, mainly focuses on the completion of specific affairs generated in organizational business activities, and establishes work lists by classifying and identifying the affairs within the organization, calculating the workload, and contributing correlation, so as to stimulate the subjective initiative of employees in work. This paper USES the 2M1PL pyramid compensation management model to reconstruct the STY company's compensation management system at three levels, so as to activate the rigid human resources in the organization. Keywords,2M1PL; Small And Medium-sized Manufacturing Enterprises; Compensation Management System; Work List; Organization Contribution Relevance目录 致谢 ........................................................................................................................................... I 摘要 .......................................................................................................................................... II Abstract ................................................................................................................................... III 第 1 章 绪论 .............................................................................................................................. 1 1.1 选题背景与研究意义 ............................................................................................................. 1 1.1.1 选题背景 ........................................................................................................................... 1 1.1.2 研究目的 ........................................................................................................................... 1 1.1.3 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 国内外研究现状评述 ....................................................................................................... 5 1.3 研究内容与基本框架 ............................................................................................................. 5 1.3.1 研究内容 ........................................................................................................................... 5 1.3.2 基本框架 ........................................................................................................................... 7 1.4 研究方法与创新点 ................................................................................................................. 8 1.4.1 研究方法 ........................................................................................................................... 8 1.4.2 创新点 .............................................................................................................................. 9 第 2 章 概念界定及理论基础 .................................................................................................. 11 2.1 概念的界定 ........................................................................................................................... 11 2.1.1 薪酬结构 ......................................................................................................................... 11 2.1.2 薪酬管理 ......................................................................................................................... 12 2.1.3 薪酬管理体系 ................................................................................................................. 14 2.2 理论基础 ............................................................................................................................... 16 2.2.1 人力资本理论 ................................................................................................................. 16 2.2.2 自我决定理论 ................................................................................................................. 20 2.2.3 供求均衡工资理论 ......................................................................................................... 21 2.3 本章小结 ............................................................................................................................... 25 第 3 章 STY 公司发展现状分析 .............................................................................................. 26 3.1 STY 公司概况 .......................................................................................................................... 26 3.1.1 公司组织结构及历史沿革 ............................................................................................. 26 3.1.2 行业环境分析 ................................................................................................................. 28 3.2 STY 公司人力资源情况 .......................................................................................................... 31 3.3 STY 公司薪酬管理体系现状分析 .......................................................................................... 33 3.3.1 历年薪酬水平中解析定位公司薪酬制定策略 ............................................................. 37 3.3.2 非结构型直接个人访谈中集显的激励瓶颈 ................................................................. 38 3.3.3 薪酬结构的现状 ............................................................................................................. 42 3.4 本章小结 ............................................................................................................................... 43 第 4 章 STY 公司薪酬管理体系问题分析 ............................................................................... 44 4.1 薪酬水平策略决策的错位 ................................................................................................... 44 4.1.1 人力资源降本失败 ......................................................................................................... 44 4.1.2 薪酬层级间幅度小导致岗位差异模糊 ......................................................................... 45 4.1.3 人力资本自我优化能力丧失 ......................................................................................... 46 4.2 薪酬结构与企业现状不匹配 ............................................................................................... 47 4.2.1 薪酬项目设置不当造成成本冗余 ................................................................................. 48 4.2.2 贡献关联的可变薪酬比例难以驱动职工主观能动性 .................................................. 49 4.3 现有薪酬管理体系重建的必要性 ....................................................................................... 50 4.3.1 与公司的战略目标不契合 ............................................................................................. 51 4.3.2 职工职业发展的渠道单一 ............................................................................................. 52 4.3.2 绩效考核制度的缺失 ..................................................................................................... 52 4.4 本章小结 ............................................................................................................................... 52 第 5 章 STY 公司薪酬管理体系重构与设计 ........................................................................... 54 5.1 STY 公司薪酬管理体系设计的原则及目标 .......................................................................... 54 5.1.1 符合组织特色的信息简化原则 ..................................................................................... 54 5.1.2 正常设计遵循的基本原则 ............................................................................................. 55 5.1.3“321”目标的设立 ........................................................................................................ 58 5.2 STY 公司薪酬管理体系设计的整体思路 .............................................................................. 59 5.2.1 面向趋势重构具备前瞻性的薪酬管理体系 ................................................................. 59 5.2.2 基于 3P1M 四维结构模型提出金字塔体系模型 2M1PL .............................................. 62 5.2.3 实现 STY 薪酬管理体系持续性的尝试 .......................................................................... 63 5.3 STY 公司薪酬管理体系基于 2M1PL 金字塔体系模型的重构 ............................................. 64 5.3.1 基层一线职工,劳动法规基薪+2M1PL ........................................................................ 66 5.3.2 中层管理者,宽带薪酬+2M1PL .................................................................................... 69 5.3.3 高层管理者,EVA 年薪+2M1PL ..................................................................................... 70 5.4 本章小结 ............................................................................................................................... 71 第 6 章 STY 公司薪酬管理体系实施及保障策略 ................................................................... 73 6.1 渐进式和内部透明实施策略 ............................................................................................... 73 6.1.1 基于组织特征实施风险控制 ......................................................................................... 74 6.1.2 基于人力资源特征实施风险控制 ................................................................................. 75 6.1.3 重点实施步骤 ................................................................................................................. 76 6.2 保障 STY 公司薪酬管理体系重构模型实施的策略 ............................................................. 76 6.2.1 程序参与保障 ................................................................................................................. 76 6.2.2 培训上岗保障 ................................................................................................................. 76 6.2.3 效度反馈调整保障 ......................................................................................................... 77 6.3 本章小结 ............................................................................................................................... 77 第 7 章 结论 ............................................................................................................................ 78 7.1 基本结论 ................................................................................................................................ 78 7.2 本文研究中的不足 ................................................................................................................ 80 7.3 后续研究展望 ........................................................................................................................ 81