随着我国社会经济快速发展，国家对环境治理的要求也日益增加，我国环保 行业就实现每年高速增长。截止统计到“十三五”时期，国家在环保领域的总投 资增加到了大约每年2万亿元，社会的环保相关总投资有希望超过17万亿元左 右。其中，水污染治理作为环保领域的重中之重。水处理企业在此背景下迎来了 高速发展的态势，良好的管理策略，是包括水处理在内的环境类企业在日渐激烈 的市场竞争中处于不败之地的重中之重，而从人力资源和企业内控的角度出发， 合理的薪酬体系和制度，也成为帮助企业留住人才，增加人员凝聚力，挖掘绩效， 提高生产效率，乃至关系到企业未来良性发展的重要内容。由此可见，建立健全 科学合理的企业薪酬系统方案，对于水处理企业加强管理水平，提高生产效率， 从而具备良好竞争优势有着非常重要的实践意义。 H公司成立于2009年，注册资本7.8亿元，是一家集城镇、工业污水处理 项目的投资建设、运营管理、水质检测和技术咨询服务为一体的国有污水治理综 合服务企业。H公司在成立初由于业务需求进行了收购和大范围的扩张，从而拥 有数量庞大遍布江西省的分公司集群，为方便管理，按地域又成立了8个事业部， 最终形成了“总部决策—各事业部分管—各分公司生产”的三级管理体系。但野 蛮生长的发展方式也带来了一系列后续问题，典型的一个问题就是薪酬分配方式， 尤其是靠近一线生产端各分公司基层管理者薪酬方案设计较为粗放。作为生产端 的领导者，分公司基层管理者的业绩直接决定了企业效益。 本文通过文献检索、资料分析、调查研究等方法，研究H公司目前基层管理 人员薪酬方案的问题和缺陷，找出目前薪酬方案缺乏激励性和公平性、干多干少 差不多，导致生产积极性不高，生产效率未得到有效发掘的原因，并针对目前H 公司基层管理者薪酬方案现状及问题进行分析，并提出优化意见。在和旧薪酬制 度接轨的前提下，完成变革的平稳过度，旨在打破以往的“大锅饭”局面，做到 绩效考核和薪酬激励相统一，完善企业治理，并以H公司基层管理者薪酬方案优 化的相关研究，为其他的类似企业提供一定参考借鉴。 关键词： H公司；基层管理人员；人力资源管理；薪酬管理 Abstract With the rapid development of China's social economy, the country's requirements for environmental governance are also increasing. China's environmental protection industry has achieved rapid growth every year. By the end of the 13th Five Year Plan period, the total national investment in environmental protection has increased to about 2 trillion yuan per year, and the total social investment in environmental protection is expected to exceed about 17 trillion yuan. Among them, water pollution control is the top priority in the field of environmental protection. Under this background, water treatment enterprises have ushered in a trend of rapid development. Good management strategy is the top priority for environmental enterprises, including water treatment enterprises, to be invincible in the increasingly fierce market competition. From the perspective of human resources and internal control of enterprises, reasonable salary system and system also become the key to help enterprises retain talents and increase personnel cohesion, Mining performance, improving production efficiency, and even related to the healthy development of enterprises in the future is an important content. It can be seen that the establishment and improvement of scientific and reasonable enterprise compensation system has a very important practical significance for water treatment enterprises to strengthen management level, improve production efficiency and have a good competitive advantage. H company was established in 2009 with a registered capital of 780 million yuan. It is a state-owned comprehensive service enterprise for sewage treatment, which integrates investment and construction, operation management, water quality detection and technical consulting services of urban and industrial sewage treatment projects. At the beginning of its establishment, H company acquired and expanded a large range of business needs, so it had a large number of branch clusters all over Jiangxi Province. In order to facilitate management, it established eight business divisions according to the region, and finally formed a three-level management system of "headquarters decision-making - management of each business division - production of each branch". However, the barbaric growth mode of development has also brought a series of follow-up problems. A typical problem is the way of salary distribution, especially the salary scheme design of grass-roots managers of branches close to the production end is relatively extensive. As the leader of the production end, the performance of the branch's grass-roots managers directly determines the efficiency of the enterprise. By means of literature search, data analysis, investigation and research, this paper studies the problems and defects of the current salary scheme for grass-roots managers in H company, and finds out the reasons why the current salary scheme lacks incentive and fairness, and does more or less, which leads to low production enthusiasm and production efficiency, And for the current H company grass-roots managers salary scheme status and problems are analyzed, and put forward suggestions for optimization. On the premise of integrating with the old salary system, the smooth transition of the reform aims to break the previous "big pot" situation, achieve the unity of performance appraisal and salary incentive, improve enterprise governance, and provide some reference for other similar enterprises with the relevant research on the optimization of grass-roots managers' salary scheme of H company. Key-word: H company; basic management; human resource management; salary management 目 录 第一章 绪论................................................................................................................ 1 1.1研究背景及意义.............................................................................................. 1 1.1.1研究背景............................................................................................... 1 1.1.2研究意义............................................................................................... 1 1.2研究内容与方法.............................................................................................. 2 1.2.1研究内容............................................................................................... 2 1.2.2研究方法............................................................................................... 2 1.3 国内外相关文献............................................................................................. 2 1.3.1国内研究现状....................................................................................... 3 1.3.2国外研究现状....................................................................................... 4 1.3.3研究现状评述....................................................................................... 4 第二章 理论基础和相关概念...................................................................................... 5 2.1理论基础.......................................................................................................... 5 2.1.1薪酬理论............................................................................................... 6 2.1.2薪酬结构模式....................................................................................... 8 2.2基层管理人员薪酬特征及分析...................................................................... 8 2.2.1基层管理人员的界定........................................................................... 9 2.2.2基层管理人员的特点........................................................................... 9 2.2.3基层管理人员薪酬需求特点............................................................... 8 2.2.4基层管理人员薪酬影响因素............................................................. 10 第三章H公司基层管理人员薪酬现状与问题研究 ................................................. 11 3.1H公司概况 ..................................................................................................... 11 3.1.1公司简介............................................................................................. 11 3.1.2组织架构............................