I ? 摘要 装备制造企业是国之重器，是实体经济的重要组成部分，推动装备制造企业的高 质量发展，需要继续练好内功，需要持续加强企业核心竞争 能力和竞争优势的建设。 人才无疑是提升装备制造企业竞争能力和竞争优势的关键影响因素之一。而薪酬管理 无疑是吸引、留住、激励企业所需人才的人力资源管理的重要职能 活动。薪酬满意度 作为薪酬管理重要方面的内容，既是员工的一种主观感受也是一种与心理满足有关的 内在体验，是员工个体对其薪酬的正向或者负向的情感水平。薪酬满意度 的高低直接 影响员工工作积极性发挥的强弱，直接影响员工为企业创造价值的多少。若员工的工 作激情被激发的越多，那么员工工作就越投入，其创造的价值就越多，这样就越 有利 于企业薪酬管理目标的达成。S企业作为一家科技创新型的核电设备制造企业，随着 企业不断发展壮大，员工薪酬和员工薪酬满意度方面凸显出来的问题越来越多，这直 接 制约着S企业的发展和人才队伍的稳定。 本文运用文献研究、调查研究、案例分析和统计分析等研究方法，在全面梳理员 工薪酬满意度概念及其相关理论的基础上，分析了S企业 薪酬管理现状，选取S企业 的管理人员、专业技术人员和操作技能人员为研究对象，组织开展了员工薪酬满意度 的调查，分析掌握S企业员工薪酬满意度的整体状况，找到了影响 员工薪酬满意度的 薪酬水平、薪酬调整、薪酬发放、非经济性薪酬及福利四大类因素，深入分析了性别、 年龄、职位、婚姻、本单位工龄、岗位等不同统计学特征下员工薪酬满 意度的差异性， 提出了提升S企业员工薪酬满意度的相应对策。以期为完善和改进S企业薪酬制度、 提高企业员工的薪酬满意度，深化S企业薪酬改革工作顺利推进提供参考和帮助 。论 文具体结论： 1.S企业员工薪酬满意度的整体状况:本文采用有序加权算术平均（OWA）集成 方法并最终测评出了S企业员工的综合薪酬满意度，得出该企业的员工薪酬满意度 偏 低。超过85%的员工对薪酬发放时间、及时性、支付方式，基本福利（即五险两金） 比较满意；超过85%的员工对薪酬水平感到不满意；超过83%的员工认为自己的基本 工资、 绩效工资、年终奖偏低；员工对薪酬调整的满意度比较低，且薪酬调整依据、 调整幅度、调整比例的题项得分均从1分到5分呈减少趋势，其中“非常不满意”的 比例超过了50%； 超过50%的员工认为在同事对自己工作的支持方面是满意的。 2.影响S企业的员工薪酬满意度的四个维度是薪酬水平、薪酬调整、非经济性薪 S企业员工薪酬满意度的研究 II ? 酬 及福利和薪酬发放，其中，薪酬水平、薪酬调整和非经济性薪酬及福利三个维度对 员工薪酬满意度具有显著正向作用。 3.不同统计学特征下员工的薪酬满意度的差异性表现为： 不同岗位、不同年龄的 员工表现出不同的薪酬满意度，而性别、婚姻、文化程度、本单位工龄因素对员工薪 酬满意度的影响不大。管理人员的薪酬满意度要高于专业技术人员和 操作技能人员的 薪酬满意度。年龄介于41至45岁的员工薪酬满意度高于其他年龄段员工的薪酬满意 度。 4.提升员工薪酬满意度的对策：完善企业薪酬管理制度合理提升员工薪酬 水平； 全面理解薪酬调整内涵科学合理做好员工薪酬调整；注重非经济性薪酬及福利作用实 施整体性薪酬；注重对员工的差异化管理；提高员工薪酬满意度的保障性措施。 关键 词：S企业；员工薪酬满意度；有序加权算术平均法（OWA）； 影响因素 Abstract III ? Abstract The equipment manufacturing companies are the important section of the country and an important part of the real economy. To promote the high-quality development of the equipment manufacturing companies, it is necessary to continue to improve their internal skills and continue to strengthen the construction of their core competitiveness and competitive advantages. Talents are undoubtedly one of the key factors to improve the competitive ability and competitive advantage of equipment manufacturing companies. And salary management is undoubtedly an important function of human resource management to attract, retain and motivate talents. As an important aspect of salary management, salary satisfaction is not only a subjective feeling of employees, but also an internal experience related to psychological satisfaction. Good salary satisfaction can motivate employees' working passion, create more value for the company and realize the ultimate goal of salary management. As a scientific and innovative nuclear power equipment manufacturing company, S company has been constantly developing and expanding, but more and more problems have been highlighted in employee compensation and employee compensation satisfaction, which directly restricts the development of S company and the stability of its talent team. This paper uses literature research, investigation, case analysis, and statistical analysis and other research methods on the basis of employee salary satisfaction concept and relevant theory, to analyze S company salary management status quo, the salary satisfaction surveys is conducted with S company management personnel, professional and technical personnel and the operation personnel as the research object, analyses the overall situation S company employee compensation satisfaction, finds the four categories of factors affecting salary satisfaction i.e. salary level, salary adjustment, salary distribution, and the economic compensation and welfare. The differences of employees' salary satisfaction under different statistical characteristics such as gender, age, position, marriage, length of service in the unit and position are analyzed in depth, and corresponding countermeasures to improve employees' salary satisfaction in S company are put forward. It is expected to provide reference and help for improving S company compensation S企业员工薪酬满意度的研究 IV ? system, improving employees' salary satisfaction, and deepening S company compensation reform. Specific conclusions are as below: 1. Overall situation of employees' salary satisfaction in S company: this paper adopts the orderly weighted arithmetic mean (OWA) integration method and finally evaluates the comprehensive salary satisfaction of employees in S company, and concludes that the employees' salary satisfaction in this company is low. More than 85% of employees are satisfied with the payment time, timeliness, payment method and basic welfare (i.e. More than 85 per cent of employees were dissatisfied with the level of pay; More than 83% of employees think their basic salary, performance salary and year-end bonus are low. Employees' satisfaction with the salary adjustment is relatively low, and the score of the item of salary adjustment basis, adjustment range and adjustment proportion is decreasing from 1 to 5, among which the proportion of "very dissatisfied" is over 50%.More than 50 percent of employees said they were satisfied with their colleagues' support of their work. 2. The four dimensions that affect employee salary satisfaction of S company are salary level, salary adjustment, non-economic compensation and benefits and salary distribution. Among them, the three dimensions of salary level, salary adjustment and non-economic compensation and benefits have significant positive effects on employee salary satisfaction. 3. The differences of employees' salary satisfaction under different statistical characteristics are as follows: employees of different positions and ages show different salary satisfaction, while gender, marriage, educational level and working years of the company have little influence on employees' salary satisfaction. The salary satisfaction of managers is higher than that of technicians and operators. The salary satisfaction of employees aged between 41 and 45 is higher than that of employees of other ages. 4. Measures to improve employees' salary satisfaction: improve the company's salary management system and reasonably raise employees' salary level; Fully understand the connotation of salary adjustment, be scientific and reasonable and do a good job in salary adjustment; Pay attention to the role of non-economic compensation and welfare to implement the whole compensation; Pay attention to the differentiated management of employees; Safeguard measures to improve employees' salary satisfaction. Abstract V ? Key words: S company; Employee salary satisfaction; Ordered Weighted Arithmetic mean (OWA); Affecting Factors S企业员工薪酬满意度的研究 VI 目 录 第1章绪论?..........?1? 1.1 研究的背