I 中文摘要 在这个竞争日益激烈的知识经济时代，人才是企业生存和发展的关键所在。 企业之间的竞争归根结底是人才的竞争，薪酬作为吸引、激励并留住人才的重 要手段，在企业发展过程中有着不可替代的作用。公平、科学而又有竞争力的 薪酬体系，能够保障企业有效地吸引并留住优秀人才，能够发掘内部人才，能 够激发员工始终保持一种积极进取的精神状态，并主动将自己的潜能最大限度 地发挥，为企业创造更多的价值，提升企业的市场竞争力。 本文以BC制药有限公司的薪酬体系作为研究对象，对该公司的组织架构、 人员结构和薪酬体系进行了分析，从宏观上了解了该公司的基本情况。再运用 问卷调查法、访谈法、定量和定性相结合的方法，发现BC公司现有薪酬体系存 在的四个主要问题：薪酬策略与企业发展战略不一致，薪酬体系缺乏内部公平 性，薪酬激励性不足、薪酬与绩效考核相关度不高，间接薪酬被忽视。这些问 题已经影响到了员工工作的积极性和优秀人才的加入，如不能得到及时解决会 影响到企业的发展。 针对这种现状，本文运用薪酬相关理论并紧密结合公司的实际情况，确定 了薪酬优化设计的目的、原则及总体思路。先依据公司的发展战略和市场薪酬 调查情况，确定采取混合型与调和型相结合的薪酬策略。然后通过要素计点法 对公司内部所有岗位进行价值评估，根据评估结果确定相对公平的薪酬等级。 再根据员工岗位工作性质和需求层次的不同，对公司六种不同职系员工进行差 异化、定制化的薪酬优化设计，增强了薪酬体系的公平性、激励性和可操作性。 最后为保障其顺利实施提出相应的措施，并对论文进行总结和展望。本文旨在 优化后的薪酬体系能解决的BC公司的实际问题并提升其市场竞争力，同时也希 望总结出一些具有普遍适用性的规律和经验，为类似企业进行薪酬优化研究提 供有益借鉴。 关键词：制药企业；薪酬问题；岗位价值评估；优化设计 Abstract II Abstract In this era of knowledge economy with increasingly fierce competition, talents are the key to the survival and development of enterprises. In the final analysis, the competition among enterprises is the competition of talents. As an important means to attract, motivate and retain talents, salary plays an irreplaceable role in the process of enterprise development. A fair, scientific and competitive salary system can ensure that enterprises can effectively attract and retain excellent talents, explore internal talents, motivate employees to keep a positive and enterprising spirit, and actively play their potential to the maximum, create more value for enterprises and enhance their market competitiveness. This paper takes the salary system of BC Pharmaceutical Corporation Limited as the research object, analyzes the organizational structure, personnel structure and salary system of the company, and understands the situation of the company from a macro perspective. Then using the methods of questionnaire, interview, quantitative and qualitative analysis, we find that there are four main problems in the current salary system of BC Company: the salary strategy is inconsistent with the development strategy of the enterprise, the salary system is lack of internal fairness, the salary incentive is insufficient, the correlation between salary and performance appraisal is not high, and the indirect salary is ignored. These problems have affected the enthusiasm of employees and the participation of excellent talents. If they cannot be solved in time, they will also affect the development of the enterprise. In view of this situation, this paper uses the relevant theory of compensation and closely combines with the actual situation of the company to determine the purpose, principle and overall thinking of the optimization design of compensation. First, according to the company's development strategy and market salary survey, we decide to adopt the combination of mixed and harmonious salary strategy. Then through the method of factor counting, the value of all positions in the company is evaluated, and the relatively fair salary grade is determined according to the Abstract III evaluation results. Then, according to the different job nature and demand levels of employees, the salary optimization design of six different grades of employees is differentiated and customized, which enhances the fairness, incentive and operability of the salary system. Finally, in order to ensure the smooth implementation of the corresponding measures and the paper summarizes and prospects. This paper aims to solve the practical problems of BC Company and improve its market competitiveness. At the same time, it also hopes to summarize some laws and experience with universal applicability, which can provide useful reference for similar enterprises to carry out salary optimization research. Key words: Pharmaceutical enterprises；Salary problem; Post value evaluation; Optimization design 目录 IV 目录 中文摘要 ................................................. I Abstract ................................................ II 第一章 绪论 .............................................. 1 第一节 研究背景和意义 ................................ 1 一、研究背景 ............................................ 1 二、研究意义 ............................................ 2 第二节 国内外研究现状 ................................ 2 一、国外研究现状 ........................................ 2 二、国内研究现状 ........................................ 4 第三节 研究内容与技术路线、研究方法及创新 ............ 5 一、研究内容与技术路线 .................................. 5 二、研究方法 ............................................ 6 三、研究创新 ............................................ 7 第二章 薪酬体系相关理论综述 .............................. 8 第一节 薪酬体系相关概念 .............................. 8 一、薪酬的概念与功能 .................................... 8 二、薪酬体系 ............................................ 8 三、薪酬体系设计 ........................................ 9 第二节薪酬体系优化的理论基础 ......................... 9 一、激励理论 ............................................ 9 二、宽带薪酬理论 ....................................... 10 目录 V 三、全面薪酬理论 ....................................... 11 第三节 薪酬体系优化设计的主要类型 ................... 11 一、岗位薪酬体系 ....................................... 11 二、技能薪酬体系 ....................................... 12 三、绩效薪酬体系 ....................................... 12 四、市场薪酬体系 ....................................... 13 五、结构薪酬体系 ....................................... 13 第三章 BC公司薪酬体系现状分析 ........................... 14 第一节 BC公司概况 .................................. 14 一、公司简介 ........................................... 14 二、公司组织结构图 ..................................... 14 三、公司人员结构分析 ................................... 15 四、公司薪酬体系现状 ................................... 16 第二节 BC公司薪酬体系现状调查与分析 ................. 19 一、调查的目的 ......................................... 19 二、问卷设计、发放与回收 ............................... 19 三、部分员工访谈 ....................................... 21 四、员工薪酬体系问卷调查结果 ........................... 22 第三节 BC公司薪酬体系存在的主要问题分析 ............. 23 一、薪酬策略与企业发展战略不一致 ....................... 23 二、薪酬体系缺乏内部公平性 ............................. 23 三、薪酬激励性不足、薪酬与绩效考核相关度不高 ........... 24 目录 VI 四、间接薪酬被忽视 ..................................... 24 第四章 BC公司薪酬体系优化设计 ........................... 26 第一节 薪酬体系优化目的及思路 ....................... 26 一、薪酬体系优化目的 ................................... 26 二、薪酬体系优化思路 ................................... 26 第二节 薪酬体系优化设计的原则 ....................... 27 第三节 薪酬体系优化的前期准备 ....................... 28 一、市场薪酬调查 ....................................... 28 二、制定公司的薪酬策略 ................................. 29 三、工作分析、岗位价值评估与分类 ....................... 30 四、薪酬结构与等级的确定 ............................... 34 五、进一步完善公司的岗位绩效考核制度 ................. 34 第四节 薪酬体系优化设计的具体方案 ................... 35 一、高层管理人员薪酬优化 ............................... 35 二、行政后勤人员薪酬优化 ..............