图 1-1 研究思路导图 .............................................................................................. 5 图 2-1 全面薪酬的构成图 .................................................................................... 15 图 2-2 马斯洛需要层次模型 ................................................................................ 18 图 3-1 HB公司组织结构图 .................................................................................. 24 图 3-2 营收预测图 ................................................................................................ 25 图 3-3 物流仓储部部门职级图 ............................................................................ 26 图 3-4 物流仓储部员工学历结构图 .................................................................... 27 图 3-5 物流仓储部员工年龄结构图 .................................................................... 27 图 3-6 物流仓储部员工工龄结构图 .................................................................... 28 图 3-7 同行薪酬水平对比示意图 ........................................................................ 32 图 4-1 六维动态薪酬激励模型 ............................................................................ 37 图 5-1 薪酬激励体系优化思路导图 .................................................................... 45  表目录 表 2-1 宽带薪酬与窄带薪酬差异 ....................................................................... 16 表 3-1 物流仓储部员工情况表 ........................................................................... 27 表 3-2 物流仓储类员工基本工资表 ................................................................... 29 表 3-3 物流仓储类员工补贴项目表 ................................................................... 30 表 4-1 薪酬激励体系总体评价调查结果 ........................................................... 34 表 4-2 薪酬激励体系公平性调查结果 ............................................................... 34 表 4-3 薪酬激励体系激励性调查结果 ............................................................... 34 表 4-4 薪酬激励体系结构构成调查结果 ........................................................... 35 表 4-5 薪酬激励体系沟通情况调查结果 ........................................................... 35 表 5-1 HB公司战略分析与选择（SWOT） ...................................................... 46 表 5-2 HB公司人力资源战略分析（SWOT） .................................................. 47 表 5-3 薪酬要素与权重设计表 ........................................................................... 49 表 5-4 薪酬要素等级划分与定义赋值表 ........................................................... 50 表 5-5 物流仓储部职位评价评分与点值表1 .................................................... 51 表 5-6 物流仓储部职位评价评分与点值表2 .................................................... 52 表 5-7 物流仓储部职位等级表 ........................................................................... 52 表 5-8 薪酬调查结果数据表 ............................................................................... 53 表 5-9 薪酬调查对比表 ....................................................................................... 54 表 5-10 HB公司物流仓储部全面薪酬体系设计 ................................................ 55 表 5-11 物流仓储部职级划分与薪酬标准对应表 ............................................. 56 表 5-12 物流仓储部各岗位基本工资构成比例表 ............................................. 56 表 5-13 物流仓储部员工（驾驶员除外）计件提成方案表 ............................. 57 表 5-14 物流仓储驾驶员岗提成方案表 ............................................................. 58 摘要 I HB公司物流仓储类员工薪酬激励体系优化研究 摘要 在新时代的背景下，随着经济快速发展，传统的商贸流通医药企业为了实现 可持续发展，必须进行企业的战略转型。而企业转型过程中不仅需要对产品、设 施设备的升级进行投入，还需要对人才培养、效能的提升等软实力进行投入。 HB公司是一家传统的医药流通贸易企业，2012年成立至今，主要是以医疗器 械，以及药品销售批发为主营业务。近年来，由于所面临的内外环境的变化，企 业选择战略转型，由传统医药贸易向“科工贸”一体化转变。目前企业已经完成 了产品、设施设备等升级优化，但是管理效率、企业文化、创新能力、人力资源 等软实力也急需升级优化，以适应企业的转型发展。 在企业的转型过程中，HB公司由薪酬激励体系问题引发的人力资源这一软实 力问题日益凸显。本文选取该公司物流仓储类员工薪酬激励体系进行研究探讨。 总的来说，其薪酬激励体系存在与战略失联、内部缺乏公平性、外部缺乏竞争力、 且与业绩脱节等问题。而公司薪酬管理理念滞后、内部沟通不畅、对物流仓储部 类员工不重视等是造成这些问题出现的原因。结合薪酬激励相关理论，本人对HB 公司物流仓储部薪酬激励体系实施的现状进行深入探讨，发现随着其发展战略的 调整，对员工薪酬激励体系进行优化设计非常必须。 本文采用文献阅读分析法、访谈法、调查问卷法进行研究。首先，收集和整 理大量相关文献，为方案设计优化提供理论依据。其次，采用调查问卷和访谈法 对HB公司物流仓储类员工薪酬激励体系中存在的问题进行调研，对问题产生的原 因进行刨析。并结合相关薪酬激励理论以及调研分析资料，整理出适合HB公司的 薪酬激励体系优化设计思路。在此基础之上，借助全面薪酬理论对薪酬激励体系 进行全面系统的优化设计。同时，为充分考虑新的薪酬激励体系方案的可操作性， 也提出了落地实施的具体保障措施。 虽然本文是采用实证研究分析，以具体的案例进行着手点，得到的成果缺少 代表性。但是，本人希望通过对HB公司物流仓储类员工薪酬激励体系优化研究， 在激发此类员工绩效的同时，也能为企业发展助力，同时并为其他类似问题的同 类企业提供借鉴和参考。 关键词：物流仓储类员工；薪酬激励；薪酬优化；优化设计 ABSTRACT III RESEARCH ON OPTIMIZATION OF SALARY INCENTIVE SYSTEM FOR LOGISITICS AND WAREHOUSING EMPLOYEES IN HB COMPANY ABSTRACT In the context of the new era, with the rapid economic development,in order to achieve sustainable development, traditional commerce and circulation pharmaceutical companies must carry out corporate strategic transformation. But in the process of enterprise transformation, investment is needed not only in the upgrading of products and facilities, but also in the soft power such as personnel training and efficiency improvement. HB Company is a traditional pharmaceutical distribution and trading company. Since the establishment in 2012, its main business is the sales and wholesale of medical devices and pharmaceuticals. In recent years, due to the changes in the internal and external environments faced by companies, the company has chosen to transform its strategy from traditional medicine trade to the integration of "science, industry and trade". At present, the company has completed the upgrade and optimization of products, facilities and equipment, but soft power such as the efficiency of management, enterprise culture,innovation ability and human resources still needs to be complete the upgrading and optimization to adapt to the transformation and development of company. In the process of enterprise transformation, the soft power problem of human resources caused by the compensation incentive system has become increasingly prominent in HB Company. This article will study and discuss the company's salary incentive system for logistics and warehousing employees. In general, its compensation incentive system has problems for instance disconnection from strategy, short of internal fairness, short of external competitiveness and disconnection from performance. However, the company's lagging salary management concept, poor internal communication, and lack of attention to employees in the logistics and warehousing department are the reasons for these problems. Combining the relevant theory of salary incentives, I conducted an in-depth discussion on current status of the salary incentive 重庆工商大学硕士专业学位论文 IV system of HB Company, and found that with the adjustment of its development strategy, it is necessary to optimize the design of the employee salary incentive system. This article uses literature reading analysis , interviews, and questionnaires method for research. First,I collected and sorted out a large number of correlative documents to provide a theoretical basis for the optimization of the