I 摘要 随着经济转型的不断深入，如今驱动经济发展的关键因素已经转变为人才，有 了人才就意味着有了生产力以及创新的活力。对于企业而言，人才也是第一资源， 企业做大做强需要有人才领航。同时，企业的发展也离不开广大员工的支持，企业 要通过制度设计充分挖掘员工的潜力，最大限度地利用好企业的人力资源，防止人 力资源流失，这对企业可持续发展至关重要。发挥企业人力资源优势的关键在于能 否通过合理的薪酬管理制度使员工实现自身需求的同时努力为企业的战略目标服 务。成都SICO公司是一家专业从事通信网络服务的民营企业，经过十余年的发展 现已成长为四川省内具有影响力的AAA级综合通信服务提供商。近些年公司根据 外部环境变化制定了多元化的发展战略，公司在传统的通信网络施工和网格综合 代维业务基础上新增了用户端网络装维业务。公司现有薪酬管理方案对新业务开 展的激励作用不强，员工缺乏工作积极性，公司迫切需要对现有的薪酬管理方案进 行调整。通过合理的薪酬方案设计能够提升员工工作的积极性，在满足员工需求的 同时实现公司战略发展目标。 本文以薪酬管理、激励理论为依据，采取文献研究法、访谈法、问卷调查法等 研究方法，通过与公司战略发展相结合，研究了SICO公司现阶段薪酬方案存在的 问题。经过调查研究发现，SICO公司现存在工资设计不合理、奖罚制度激励效果 不足、等级晋升机制不健全、缺少常态化的职业技能培训以及管理层级过长的问题。 存在上述问题的原因主要在于SICO公司的绩效考核缺乏科学性、领导者的薪酬管 理意识淡雹薪酬管理转型滞后、缺乏人力资源管理人才以及问题反馈机制不通畅。 针对发现的问题和造成问题的原因，论文分析了薪酬激励方案优化的必要性和可 行性，确定了SICO公司的薪酬激励方案优化的思路及原则，并进一步提出了基于 “穿透式管理”的薪酬激励优化方案，对装维技术人员和管理人员分别进行设计， 同时对员工职业生涯发展所需要的晋升机制、培训方案也进行了优化。为了保障优 化后的激励方案可以顺利实施，本文从公司的制度、组织、环境、人力资源、劳动 保护与安全五个层面提出了针对SICO公司薪酬激励优化方案实施的保障措施。通 过推进和落实这些具体的措施，能够使SICO公司的薪酬激励方案更加完善，从而 提高公司员工工作的积极性和主动性，本文的研究过程和结论还将为同类型公司 转型发展提供有益的薪酬管理启示。 关键词：SICO，人力资源，薪酬管理，薪酬优化，穿透式管理 ABSTRACT II ABSTRACT With the deepening of economic transformation, the key factor driving economic development has been transformed into talents. With talents, it means the vitality of productivity and innovation. For enterprises, talent is also the first resource, and they need to be led by talents to grow and strengthen. At the same time, the development of the enterprise cannot be separated from the support of the majority of employees. The enterprise should fully tap the potential of employees through the system design, make the best use of the human resources of the enterprise to prevent the loss of human resources, which is very important for the sustainable development of the enterprise. The key to give full play to the advantages of human resources lies in whether the employees can realize their own needs and strive to serve the strategic objectives of the enterprise through a reasonable salary management system. Chengdu SICO company is a private enterprise specializing in communication network services. After more than ten years of development, it has grown into an influential AAA level comprehensive communication service provider in Sichuan Province. In recent years, the company has formulated a diversified development strategy according to the changes of the external environment. Based on the traditional communication network construction and grid integrated maintenance business, the company has added the customer-side network maintenance business. The company’s existing compensation management plan has not strong incentive effect on the development of new business, and employees lack enthusiasm for work, so the company urgently needs to adjust the existing compensation management plan. Through reasonable salary scheme design, the enthusiasm of employees can be improved, and the company's strategic development goals can be achieved while meeting the needs of employees. Based on the theory of compensation management and incentive, this paper adopts the methods of literature research, interview, questionnaire survey and so on. Through the combination with the strategic development of the company, it studies the problems existing in the current compensation plan of SICO company. Through investigation and research, it is found that SICO company has some problems, such as unreasonable salary design, insufficient incentive effect of reward and punishment system, imperfect promotion mechanism, lack of normalized vocational skill training and too long ABSTRACT III management level. The main reasons for the above problems lie in the lack of scientificalness in the performance appraisal of SICO company, the weak awareness of compensation management of leaders, the lag in the transformation of compensation management, the lack of human resource management talents and the unsmooth problem feedback mechanism. In view of the problems found and the causes of the problems, the paper analyzes the necessity and feasibility of the optimization of the compensation incentive scheme, determines the ideas and principles of the optimization of the compensation incentive scheme of SICO company, and further puts forward the compensation incentive optimization scheme based on "penetrating management", designs the maintenance technicians and managers respectively, and develops the career of the employees The promotion mechanism and training program needed have also been optimized. In order to ensure that the optimized incentive plan can be implemented smoothly, this paper puts forward the safeguard measures for the implementation of the optimized compensation incentive plan of SICO company from five aspects of the company's system, organization, environment, human resources, labor protection and safety. Through the promotion and implementation of these specific measures, the compensation incentive scheme of SICO company can be more perfect, so as to improve the enthusiasm and initiative of the company's employees. The research process and conclusion of this paper will also provide useful salary management enlightenment for the transformation and development of the same type of companies. Keywords: SICO company, Human Resources, Compensation Management, Compensation Optimization, Penetration Management 目录 IV 目 录 第一章 绪论 ....................... 1 1.1 研究背景与研究意义 .......................... 1 1.1.1 现实背景 ... 1 1.1.2 理论背景 ... 2 1.1.3 研究意义 ... 2 1.2 研究目的与研究方法 .......................... 3 1.2.1 研究目的 ... 3 1.2.2 研究方法 ... 3 1.3 研究内容与研究技术路线 .................. 4 1.3.1 研究内容 ... 4 1.3.2 研究技术路线 .......................... 4 1.4 研究创新点 ........... 5 第二章 相关概念与理论基础 .......................... 6 2.1 激励的概念及作用 .............................. 6 2.1.1 激励的内涵 .............................. 6 2.1.2 激励的类别 .............................. 6 2.1.3 激励的作用 .............................. 6 2.2 激励的相关理论 ... 7 2.2.1 内容型激励理论 ...................... 7 2.2.2 过程型激励理论 ...................... 8 2.2.3 行为改造型激励理论 .............. 9 2.3 薪酬的概念及设计流程 ...................... 9 2.3.1 薪酬的内涵 .............................. 9 2.3.2 薪酬方案设计流程 ................ 10 2.4 国内外薪酬管理研究综述 ................. 11 2.4.1 国外研究现状 ......................... 11 2.4.2 国内研究现状 ........................ 12 2.5 本章小结 ............. 13 第三章 SICO公司薪酬激励现状及问题 ...... 14 3.1 公司基本情况 ..... 14 3.1.1 公司概况 . 14 3.1.2 公司组织结构与管理模式 .... 14 目录 V 3.1.3 公司人力资源简介 ................ 16 3.2 公司薪酬构成 ..... 16 3.2.1 管理人员薪酬构成 ................ 16 3.2.2 技术人员薪酬构成 ................ 18 3.3 薪酬激励方案访谈 ............................ 19 3.3.1 薪酬激励方案访谈设计 ........ 19 3.3.2 薪酬激励方案访谈结果 ........ 20 3.4 薪酬激励方案问卷调查 .................... 21 3.4.1 调查问卷设计 ........................ 21 3.4.2 调查问卷统计与分析 ............ 22 3.5 薪酬激励存在问题分析 .