v 摘要 ZR公司隶属于印钞造币行业，是一家国有印刷企业，主要从事各类防伪产品 的印制，属于制造业。随着国家政策导向的影响，近年来，传统印刷企业印刷量 逐步下滑，产品附加值下降，载体式印刷和规模式印刷不再是行业主流，企业利 润空间逐渐缩小，效益逐年下滑。在此巨变的市场环境下，ZR公司仍执行着多年 不变的依照上级企业的薪酬模式及标准发放的薪酬制度，薪酬分配体系较为僵硬， 难以匹配企业的经营现状和发展要求。在原有公司管理人员薪酬分配体系中，并 没有建立岗位评估制度，绩效考核制度也流于形式，管理人员的岗位工作价值难 以衡量，工作能力无从量化，薪酬分配大都依照职务等级，浮动薪酬所占比例未 尽三成且发放没有依据，内部公平性难以保证，造成了新老管理人员之间不公平、 核心岗位与非核心岗位之间不公平的局面，抑制管理人员工作热情，导致组织凝 聚力下降，平均主义现象严重。企业经营效益与管理人员收入脱钩，薪酬无法起 到激励作用，大多只是按部就班完成工作，毫无优化提升意识，企业的人力资源 投入与其绩效产出失衡。 因此，ZR公司需要改进管理人员薪酬模式，进一步做好管理人员薪酬设计， 从而支撑企业组织变革，打破原有薪酬分配模式的思维定式，引入多维度付薪因 素，构建灵活的薪酬结构，以满足不同职位，不同岗位的实际需求，使薪酬活起 来，起到激励管理人员业绩提升，促进企业转型发展的作用。3P宽带薪酬模式结 合了岗位、能力、业绩三种薪酬模式的付薪要素，相对于原有仅按照职级计发薪 酬的方法，使员工可以将工作注意力从追求行政级别上转移到自身工作效率和企 业贡献上来，打破平均主义倾向，以客观的岗位分析为基础，构建岗位价值评估 体系，兼顾员工个人能力价值，定期进行能力胜任度评估，并对个人和组织进行 工作绩效考核，对于核心岗位和核心人才采用与市场接轨的薪酬激励手段，调整 管理人员薪酬构成，缩小各层级收入差距，使企业的薪酬曲线渐趋平滑，让员工 体会到公平。按岗位分类设置不同薪酬增长序列，规划不同岗位的职业发展通路， 使企业人才队伍发展多元化、平衡化。 ZR公司在此次构建基于3P模型的管理人员薪酬体系时，首先通过建立岗位价 值评估体系，将公司所有管理岗位进行梳理、分析、撰写岗位说明书，并据此组 织进行岗位价值评价。确定各岗位的价值系数，夯实3P薪酬体系的基础。再对所 有岗位进行全公司范围的公开竞聘，使所有员工得到展现个人能力的机会，根据 竞聘的表现遴选各岗位的任职人员，依据任职者个人能力，进行能力评价，综合 岗位价值与能力价值，进行宽带薪酬套档测算，确定各岗位上各任职者的薪酬等 级和浮动薪酬额度。建立公司绩效考核制度，完善浮动薪酬的计发办法和发放形 北京交通大学硕士专业学位论文 vi 式，将员工薪酬与工作表现，部门绩效、组织业绩挂钩。在此过程中，公司辅以 培训、沟通、制度规范、总额管控四大措施，为新的薪酬制度的顺利推行保驾护 航。 关键词：3P薪酬模型；管理人员；薪酬设计 ABSTRACT vii ABSTRACT ZR company is a state-owned printing enterprise, which is affiliated with the industry of printing banknotes and making COINS. It is mainly engaged in the printing of various anti-counterfeiting products and belongs to the manufacturing industry. With the influence of national policy guidance, in recent years, traditional printing enterprises have seen a gradual decline in printing volume and added value of products. Carrier printing and scale printing are no longer the mainstream of the industry, and the profit space of enterprises is gradually reduced and the benefits are declining year by year. In this dramatic market environment, ZR company still implements the salary system that has remained unchanged for many years according to the salary model and standard of the superior enterprise, and the salary distribution system is relatively rigid, which is difficult to match the business status and development requirements of the enterprise. In original company management personnel salary distribution system, and not build system of post evaluation, performance appraisal system has become a mere formality, management personnel working value hard to measure, job skills, not quantitative, salary distribution mostly according to their post grades, the proportion of variable pay thirty percent and not to issue without the basis, to guarantee the internal fairness caused unfair, between the new and old management between core and non-core job unfair situation, restrain managers work enthusiasm, resulting in a decline in group cohesion and serious equalitarianism phenomena. The operating benefit of an enterprise is disconnected from the income of its managers, and the salary cannot play an incentive role. Most of them just finish the work step by step without any sense of optimization and improvement, and the enterprise's human resource investment is out of balance with its performance output. Therefore, ZR company needs to improve management compensation mode, do a better job of management personnel salary design, so as to support enterprise organizational change, break original thinking formulary of the patterns of distribution of compensation mode, introducing the multidimensional pay factors, build flexible salary structure, in order to meet the different positions, different positions of the actual needs, make compensation work, motivate managers performance, promoting the development of enterprise transformation. 3 p broadband pay model combines post, ability, performance pay elements of three kinds of compensation mode, relative to the 北京交通大学硕士专业学位论文 viii original only according to the rank of plan hair method of compensation, allow employees to work focus shift from the pursuit of administrative level to its working efficiency and the enterprise contribution, break the average tendency, based on the objective of post analysis, post evaluation system, employee personal ability value, give attention to two or morethings the ability be competent degree evaluation on a regular basis, and to work performance appraisal, individuals and organizations for core post and core people adopt salary incentive means of integrating with market, adjust the management personnel salary, Narrow the income gap at all levels, so that the enterprise's salary curve gradually become smooth, let employees feel fair. Set different salary growth sequences according to job classification, plan career development paths of different positions, and make the development of enterprise talent team more distant and balanced. When ZR company constructs the salary system of management personnel based on 3P model, it firstly sorts out, analyzes and writes job description of all management positions of the company through establishing the post value evaluation system, and then organizes the post value evaluation accordingly. Determine the value coefficient of each position and consolidate the foundation of 3P salary system. Company-wide on all jobs open competition, make all employees have the opportunity of personal ability, according to compete for the performance of the selected complement of each position according to the personal ability, ability evaluation, comprehensive value and ability value, broadband pay sets of gears are accounted, determine the functionaries each post salary level and floating compensation. Establish the company's performance appraisal system, improve the method and form of variable salary, and link employees' salary with work performance, department performance and organizational performance. In this process, the company will take four measures, including training, communication, system standardization and total amount control, to guarantee the smooth implementation of the new salary system. Key words: 3P compensation model; Managers; Compensation design 目录 ix 目录 摘要 ............................. v ABSTRACT ............... vii 1 绪论 ....................... 1 1.1 研究背景和意义 ........................... 1 1.1.1 研究背景 . 1 1.1.2 研究意义 . 2 1.2 研究方法和内容 ........................... 2 1.2.1 研究方法 . 2 1.2.2 研究内容 . 3 1.3 概念界定 ........ 4 1.3.1 管理人员 . 4 1.3.2 薪酬体系 . 5 1.3.3 薪酬体系设计的影响因素 .... 7 1.4 本章小结 ........ 9 2 理论基础与文献综述 ........................ 11 2.1 理论基础 ...... 11 2.1.1 内容激励理论 ...................... 11 2.1.2 过程激励理论 ...................... 12 2.1.3 行为后果理论 ...................... 13 2.1.4 社会心理相关理论 .............. 14 2.2 文献综述 ...... 15 2.2.1 国内研究现状 ...