摘要 东源证券公司营业部基层员工薪酬方案改进研究 随着全球经济增速减缓，我国经济结构深度调整，市场变革的深度、力度、速度大 大增加，竞争环境复杂化，我国企业所处的运行环境发生了深刻的变化，人力资源管理 在社会发展和企业管理中的作用日渐凸显，如何建设市场化、体系性的人力资源管理平 台和机制、如何发挥人力资源管理的战略作用以及如何最大限度的激发员工潜能成为了 我国企业管理的重要目标。薪酬管理作为人力资源管理中的重要模块，在企业中发挥着 非常重要的作用。证券行业竞争异常激烈，行业集中度持续大幅提升，整个行业持续快 速发展。但东源证券作为中等偏上的证券公司，在转变管理思路、管理模式，提升管理 能力方面存在着滞后于行业发展的情况，尤其是在营业部薪酬管理方面，存在着管理模 式僵化、薪酬晋降规则设计缺陷、外部竞争性不足、内部不公平、薪酬结构不尽合理、 薪酬未能与员工价值和贡献相匹配等诸多问题，导致员工满意度下降，严重影响了基层 岗位员工的工作积极性，造成了招人难、留人难的管理困境，一定程度上制约了公司业 务发展。 本文通过对东源证券公司的实证研究，选取东源证券公司营业部基层员工为研究对 象，从目前薪酬管理的外部竞争性、内部公平性、薪酬结构合理性、薪酬发放的有效性 以及薪酬与贡献的匹配度等方面认真分析存在的问题及产生的原因，并结合公司实际， 提出了薪酬改进方案，对固定薪酬、浮动薪酬和福利体系进行了优化，解决现实问题， 改善管理困境，提高员工工作积极性，发挥薪酬的保留员工、激励员工和吸引人才的作 用，促进经纪业务发展，从而提升公司核心竞争能力。本文运用了薪酬激励理论及薪酬 分配理论等薪酬管理理论，以岗位估值为基础，搭建职级体系，明确任职资格标准，拉 大了职级差距，拓宽了职业晋升通道，实现了职级能上能下、薪酬能增能减，并通过对 前台基层岗位设置业绩标准，使得职级和薪酬与员工价值和贡献挂钩，促进人员能进能 出；通过以期望理论、双因素理论为理论依据，完善了福利体系，优化了基层员工薪酬 结构，从而提高了员工满意度；为了确保公司薪酬改进方案的顺利实施，本文从组织、 人员和制度三个方面提出了具体的保障措施，实现薪酬管理的制度化、标准化，进一步摘要 提高了公司的管理水平，实现了留住人才、激励人才和吸引人才的管理目标，从而促进 了业务发展，提升了公司核心竞争力。 东源证券公司营业部存在的这些薪酬管理问题既反映了其个体特征，也反映出我国 证券行业普遍存在的问题，也一定程度反映出我国企业对知识型人才保留和激励普遍存 在的问题，对东源证券公司营业部薪酬管理的改进研究为部分证券公司和知识型企业提 供了借鉴和指导意义，本文薪酬管理的研究对象虽然是营业部的基层员工，但对于公司 的管理人员、其他业务岗位人员的薪酬管理也可在本文基础上进一步完善和改进，具有 一定的推广作用和实践意义。 关键词： 薪酬管理；基层员工；改进方案ABSTRACT ABSTRACT As the global economic growth slows down, China ’s economic structure is undergoing deep adjustments, the depth, intensity, and speed of market changes have greatly increased, the competitive environment has become more complicated, and the operating environment in which Chinese enterprises have experienced profound changes. The role of enterprise management is becoming increasingly prominent. How to build a market-oriented and systematic human resource management platform and mechanism, how to play the strategic role of human resource management, and how to maximize the potential of employees have become important goals of enterprise management in China. As an important module of human resource management, salary management plays a very important role in the enterprise. The competition in the securities industry is extremely fierce, the concentration of the industry has continued to increase significantly, and the entire industry has continued to develop rapidly. However, Dongyuan Securities, as a middle-to-upper-tier securities company, lags behind the industry development in changing management thinking, management mode, and improving management capabilities. Especially in the salary management of the sales department, there are rigid management models and salary promotion. Defects in the design of rules, insufficient external competitiveness, internal unfairness, unreasonable pay structure, and failure to match the value and contribution of employees have led to a decline in employee satisfaction, which has seriously affected the motivation of employees at the grassroots level. It has created a management dilemma that is difficult to recruit and retain, which has restricted the company's business development to a certain extent. Based on an empirical study of Dongyuan Securities Company, this paper selects the basic employees of Dongyuan Securities Company's business department as the research object, from the current external competitiveness of salary management, internal fairness, reasonable salary structure, the effectiveness of salary distribution, and the effectiveness of salary and Concerning the matching degree of contributions, we carefully analyzed the existing problems and the causes, and combined with the company's actual situation, weABSTRACT proposed a salary improvement plan, optimized the fixed salary, floating salary and benefit system, solved practical problems, improved management difficulties, and increased employees. Work enthusiasm, give play to the role of retaining employees, motivating employees and attracting talents to promote the development of brokerage business, thereby enhancing the company's core competitiveness. This paper uses salary management theories such as salary determination theory and salary allocation theory. Based on job valuation, it sorts out and improves rank sequences, clarifies qualification standards, widens the number and gaps of ranks, broadens career promotion channels, and achieves Ranks can go up and down, salary can increase, decrease, and set performance standards for front-line grass-roots posts, so that ranks and salaries are linked to employee value and contribution, and promote personnel to enter and leave; based on expectations theory, the grass-roots level has been optimized The structure of employee compensation has improved the welfare system, thereby increasing employee satisfaction. In order to ensure the smooth implementation of the company's compensation improvement program, this article proposes specific safeguards from three aspects of organization, personnel, and system to achieve the institutionalization of compensation management, Standardization further improves the management level of the company, and achieves the management goals of retaining, motivating and attracting talents, thereby promoting business development and enhancing the company's core competitiveness. These salary management problems in the business department of Dongyuan Securities Co. reflect not only their individual characteristics, but also the problems commonly existing in China's securities industry, and to some extent the common problems in the retention and incentive of knowledge-based talents by Chinese enterprises. The research on the improvement of the salary management of the sales department of Dongyuan Securities Company provides reference and guidance for some securities companies and knowledge companies. Although the research object of this paper is the basic employees of the sales department, it is useful for the company's managers and other business positions. The salary management of personnel can be further improved and improved on the basis of this article, which has certain promotion effect and practical significance.ABSTRACT Key words:Salary management; grassroots employees; improvement plan目录 目录 第 1 章 绪 论 ............................................. 1 1.1 研究背景与意义 ..........................................1 1.2 研究方法与内容 ..........................................3 1.3 理论基础和文献综述 ......................................4 第 2 章 东源证券公司营业部基层员工薪酬管理现状及存在问题 .... 8 2.1 公司概况及营业部基层员工薪酬管理现状 ....................8 2.2 公司营业部基层员工薪酬管理存在问题 .....................16 2.3 公司营业部基层员工薪酬管理问题成因分析 .................18 第 3 章 东源证券公司营业部基层员工薪酬改进方案 ............. 20 3.1 公司营业部基层员工固定薪酬改进方案 .....................20 3.2 公司营业部基层员工浮动薪酬改进方案 .....................30 3.3 公司营业部基层员工福利改进方案 .........................31 第 4 章 东源证券公司营业部基层员工薪酬改进方案的实施与保障 33 4.1 公司营业部基层员工薪酬改进方案组织保障 .................33 4.2 公司营业部基层员工薪酬改进方案人员保障 .................34 4.3 公司营业部基层员工薪酬改进方案制度保障 .................35 结 论......................................................36。。。。。。以下内容略