人类社会快速发展到今，经济活动取得显著成果，人力资源也成为了经济组织的首 要资源，决定了经济活动的最终结果，因此人力资源管理就成为了管理学界研究的重要 课题。人力资源管理的核心是引吸人才、留住人才、发挥人才的价值实现组织目标。而 薪酬管理就是人力资源管理的重中之重，有效的薪酬管理，能够吸引优秀员工加入企业， 并激发员工的创造性和积极性，提高企业的效率和整体竞争力，最终实现企业的经营目 标。 本研究以餐饮管理公司为研究对象，因为餐饮行业作为社会生产中第三产业的重要 支柱行业，占据了人们日常生活中衣、食、住、行的重要部分，具有一定的代表意义。 LMF餐饮管理公司是一家以海鲜为主题的新型餐饮公司，内容区别于传统小食和 正餐餐饮企业，但是从业人员和大多数餐饮企业一样，人员构成主要以一线服务人员为 主。公司成立于2016年7月份，因定位新颖，主题鲜明，公司成立后迅速占领了一定 市场，吸引了一批客户。但是由于成立之初企业对于薪酬管理不重视，薪酬管理目标不 明确，薪酬管理制度不健全，薪酬结构简单，薪酬标准不统一，外部缺乏竞争力，内部 缺乏公平性等等问题的存在，导致一线员工流失率过高，基层骨干人员不稳定，关键岗 位人员留不住，管理人员缺乏，严重制约了企业的进一步发展。 本研究结合薪酬管理相关理论知识，运用文献研究法深入、系统地探讨薪酬管理的 构成要素及相关环节，采用问卷调查法、访谈法、档案查询法等方法掌握LMF餐饮管 理公司目前的薪酬管理现状及存在的问题，剖析问题形成的主要原因，并提出相应的薪 酬管理改进对策。 对LMF餐饮管理公司薪酬管理工作进行诊断和改进，对于企业吸引人才、留住人 才、以及发挥人才积极性以及改善人力资源管理有着重要的现实意义，也是实现企业战 略目标的一个重要手段。 关键词：LMF餐饮管理公司；薪酬管理；公平性；薪酬体系 - II - Research on the Improvement of Compensation Management in LMF Catering Management Company Abstract Rapid Development of Human Society to Today, Significant results have been achieved in economic activities, Human resources have also become the primary resources of economic organizations, The final result of economic activity is determined, Therefore, human resource management has become an important research topic in management field. The core of human resource management is to attract, retain and bring into play the value of talents to achieve organizational goals. Salary management is the most important part of human resources management. Effective salary management can attract excellent employees to join the enterprise, stimulate their creativity and enthusiasm, improve the efficiency and overall competitiveness of the enterprise, and ultimately achieve the business objectives of the enterprise. This research takes catering management company as the research object, because catering industry, as an important pillar industry of the tertiary industry in social production, occupies an important part of people's daily life in clothing, food, housing and transportation, and has a certain representative significance. LMF catering management company is a new type of catering company with seafood as its theme. Its content is different from that of traditional snack and dinner catering enterprises. However, like most catering enterprises, employees mainly consist of front-line service personnel. Founded in July 2016, the company quickly occupied a certain market and attracted a number of customers because of its novel positioning and distinct theme. However, at the beginning of its establishment, enterprises did not attach importance to salary management, the goal of salary management was not clear, the salary management system was not perfect, the salary structure was simple, the salary standard was not uniform, the external lack of competitiveness, the internal lack of fairness and other problems, which led to the high turnover rate of front-line employees and the instability of the grass-roots backbone personnel. The lack of key personnel and managerial personnel seriously restricts the further development of enterprises. This research combines the relevant theories of salary management, uses the method of literature research to deeply and systematically explore the elements and related links of salary management, and uses the methods of questionnaire survey, interview and file inquiry to grasp the current salary management status and existing problems of LMF catering - III - management company, and to analyze the main causes of the problems. The main reasons and the corresponding countermeasures for the improvement of salary management are put forward. Diagnosis and improvement of the salary management of LMF catering management company is of great practical significance for enterprises to attract, retain, display their enthusiasm and improve human resources management. It is also an important means to achieve the strategic objectives of enterprises. Key Words：LMF Catering Management Company; Salary Management; Fairness； Salary System - IV - 目 录 摘要 ............................................................................................................................. I Abstract ............................................................................................................................. II 1 绪论 .............................................................................................................................. 1 1.1 研究背景及意义 ............................................................................................... 1 1.2 研究内容和方法 ............................................................................................... 3 1.2.1 研究内容 ................................................................................................ 3 1.2.2 研究方法 ................................................................................................ 4 2 相关理论综述 .............................................................................................................. 6 2.1 薪酬管理 ........................................................................................................... 6 2.1.1 薪酬的概念 ............................................................................................ 6 2.1.2 薪酬管理的概念 .................................................................................... 6 2.2 薪酬管理的内容 ............................................................................................... 8 2.3 薪酬管理的目标 ............................................................................................... 9 2.3.1 公平 ...................................................................................................... 10 2.3.2 有效 ...................................................................................................... 10 2.3.3 合法 ...................................................................................................... 10 2.4 薪酬管理的原则 ............................................................................................. 11 2.4.1 公平性原则 .......................................................................................... 11 2.4.2 竞争性原则 .......................................................................................... 11 2.4.3 激励性原则 .......................................................................................... 11 2.4.4 经济性原则 .......................................................................................... 12 2.4.5 战略性原则 .......................................................................................... 12 2.5 薪酬激励相关理论 ......................................................................................... 13 2.5.1 需求层次理论 ...................................................................................... 13 2.5.2 双因素激励理论 .................................................................................. 15 2.5.3 效价期望理论 ...................................................................................... 15 2.5.4 社公比较理论 ...................................................................................... 16 2.5.5 综合激励理论 ...................................................................................... 17 2.6 薪酬体系 ...