最近几年间，虽然我国逐渐构建了庞大的城市交通网，但仍无法满 足城市发展的需要，成为摆在各级政府面前的难题。目前，中国内地累 计有 37 个城市在建设和运营地铁。可见，地铁行业已然成为一个新兴 的且发展迅猛的行业，全国范围内都急需大批量的地铁相关专业人才， 地铁行业内的人才竞争也凸显的更加激烈。对于正处于快速建设和飞速 发展的地铁公司，优质的人力资源至关重要，公司间的竞争归根结底是 人力资源的竞争。在员工与企业之间，薪酬体系起到了重要的枢纽与润 滑作用，能否拥有周密而合理的薪酬体系，不仅会关系到人才队伍的稳 定性，也会关系到企业何时才能实现战略目标。所以，企业要对薪酬体 系进行调整，这是化解内部纠纷、提升凝聚力的必由之路，继而为发展 型地铁公司提供有力保障。 基于这样的背景，本文将以杭州地铁运营分公司为研究样本对其薪 酬体系进行优化研究。公司于 2010 年 8 月注册成立，2013 年开始人员 筹备，其作为市政府直属国有企业，主要负责杭州市范围内轨道交通地 铁运营管理。目前，杭州地铁在运营线路有 1 号线、2 号线和 4 号线， 至 2022 年将开通 10 条地铁线、2 条城际线和 1 条机场快线。蓬勃发展 下，现有的薪资体系暴露出薪资体系结构存在平均主义、薪资发放水平 偏低、绩效联动性差等一系列积弊。杭州地铁运营分公司薪酬体系优化研究 在本研究中，先是对薪酬理论进行分析，依托于当前地铁行业薪酬 管理的特征，通过调查问卷和访谈调查的形式总结分析原因，确定了职 位价值评价法，并对各项指标进行权重分配，用分类法和要素记点发， 运用公平和期望理论，构建出了地铁企业的职位价值评价体系，从八个 维度对各岗位进行价值评估并确定对应分值，其中包括管理范畴、岗位 难度、创新意识、文化层次、工作经验等，并根据分值进行职位薪酬优 化，同时也对薪酬水平策略和绩效薪酬联动管理进行优化，使薪酬体系 更具适应性，符合杭州地铁运营分公司的发展战略，增强了公司的市场 竞争力。 本研究的目的，就是要为地铁企业创建合理的职位价值评价指标体 系，使得当前该领域理论研究体系中的不足得到弥补，进而获得更为准 确、客观、公正的评价结果，使多年困扰地铁行业的职位工资问题得到 破解，为其他企业薪酬管理水平的提升起到些许参考作用。希望为其他 企业，尤其是正在建设地铁的二线和三线城市地铁公司提供参考，具备 较强的现实意义。 关键词：国有企业，薪酬体系，要素计点，职位价值评估杭州地铁运营分公司薪酬体系优化研究 OPTIMUM DESIGN OF SALARY SYSTEM OF HANGZHOU METRO OPERATING BRANCH ABSTRACT In recent years, although China has gradually built a huge urban transportation network, it still can not meet the needs of urban development and has become a difficult problem for governments at all levels. At present, there are a total of 37 cities in the Chinese mainland that are building and operating subways. It can be seen that the subway industry has become a new and rapid development of the industry, the country is in urgent need of a large number of subway related professionals, the subway industry talent competition has also become more intense. For the rapid construction and rapid development of the subway company, high-quality human resources are of utmost importance, and the competition between companies is ultimately the competition of human resources. Between employees and enterprises, the compensation system plays an important role as a hub and lubrication. Whether or not to have a thorough and reasonable compensation system will not only affect the stability of the talent team, but also affect when the company can achieve its strategic goals. Therefore, enterprises should adjust the compensation system. This is the only way to resolve internal disputes and enhance cohesion, and then provide strong guarantees for the development of the subway company. Based on this background, this paper will take Hangzhou Metro Operation Branch as a research sample to optimize the compensation system. The company was incorporated in August 2010 and began personnel preparations in 2013. As a state-owned enterprise directly under the municipal government, it is mainly responsible for the operation and management of rail transit subways in Hangzhou. At present, the Hangzhou Metro has Line 1, Line 2 and Line 4 on its杭州地铁运营分公司薪酬体系优化研究 operating lines. By 2022, it will open 10 subway lines, 2 intercity lines and 1 Airport Express line. Under the vigorous development, the existing salary system has exposed a series of disadvantages such as equalitarianism, low salary level, and poor performance. In this study, we first analyze the compensation theory, based on the characteristics of the current compensation management in the subway industry, summarize the reasons through questionnaires and interview surveys, determine the job value evaluation method, and assign weights to various indicators. By using the classification method and the elements to write points, using the theory of fairness and expectation, the paper constructs the job value evaluation system of the subway enterprises, and evaluates the value of each position from eight dimensions and determines the corresponding score. These include management categories, job difficulty, innovation awareness, cultural level, work experience, etc Job compensation is optimized according to the value of the job. At the same time, the compensation level strategy and performance compensation linkage management are optimized to make the pay system more adaptable. In line with the development strategy of Hangzhou Metro Operation Branch, the company's market competitiveness has been strengthened. The purpose of this study is to create a reasonable system of job value evaluation indicators for subway enterprises, so that the deficiencies in the current theoretical research system in this field can be remedied, and then more accurate, objective and fair evaluation results can be obtained. The job salary problem that has plagued the subway industry for many years has been solved, and it has played a reference role for the improvement of salary management levels of other companies. Hope to provide reference for other enterprises, especially the second and third city subway companies that are building subways, and have strong practical significance. DEYWORDS: State-owned Enterprises, Salary System, Factor Points, Job Value Assessment杭州地铁运营分公司薪酬体系优化研究 目 录 第一章 绪论............................1 第一节 选题的背景和意义........................... 1 一、选题的背景.............1 二、选题的意义.............2 第二节 研究的内容及基本框架................... 2 一、研究的内容.............2 二、研究的基本框架.....2 第三节 研究的思路及方法........................... 5 一、研究的思路.............5 二、研究的方法.............5 第四节 研究的难点和创新点....................... 6 一、研究的难点.............6 二、研究的创新点.........6 第二章 文献综述和理论基础..............................7 第一节 文献综述............ 7 一、关于薪酬满意度的研究........................7 二、关于职位价值评估的研究....................7 三、文献评述.................8 第二节 理论和方法........ 9 一、理论基础.................9 二、评价方法...............10 第三章 杭州地铁运营分公司薪酬体系问题和分析.......................12 第一节 杭州地铁运营分公司概况.............12 一、杭州地铁运营分公司简介..................12 二、杭州地铁运营分公司组织架构..........13 三、杭州地铁运营分公司人力资源状况..14杭州地铁运营分公司薪酬体系优化研究 第二节 杭州地铁运营分公司薪酬体系现状............................15 一、薪酬结构...............15 二、薪酬发放原则.......16 第三节 杭州地铁运营分公司员工对薪酬体系的满意度分析16 一、员工的薪酬满意度调查问卷设计......17 二、现行薪酬满意度调查结果分析..........17 第四节 杭州地铁运营分公司薪酬体系存在的问题................18 一、薪资体系结构存在平均主义..............18 二、薪酬水平缺乏外部竞争力..................19 三、绩效考核与薪酬挂钩度较小..............19 第五节 杭州地铁运营分公司薪酬体系问题的成因分析........19 一、缺乏职位价值评估..............................20 二、薪酬设计策略偏差..............................20 三、缺乏薪酬绩效联动管理......................21 第四章 杭州地铁运营分公司薪酬体系优化研究...........................23 第一节 杭州地铁运营分公司薪酬体系优化思路和原则........23 一、薪酬体系优化思路..............................23 二、薪酬设计原则.......24 第二节 职位价值评估体系的建立和应用.26 一、确定价值支付理念............