摘要
企业要想健康稳定地发展，在竞争中立于不败之地，就必须有自己的人才管
理模式，能够充分调动员工的积极性，提高企业的生产效率。员工的薪酬满意度
可以结合个人目标和组织目标，是激励员工努力工作的重要动力。F企业于2018
年7月重组成立，是我国少数民族地区和内蒙古自治区第一家自主设计、建造、
安装、调试和管理超过一百万千瓦的超大型火力发电企业，承担着为内蒙古自治
区和京津冀地区供电的双重任务。电力企业要想适应当前的新经济模式，就必须
依靠人力资本和先进的技术。F企业重组时间短，且作为一个大型发电企业，人
力资源成本日益增加，薪酬满意度的提升是F企业人力资源管理流程中迫切需要
解决的难题，直接关系到企业的工作效率和员工的积极性。
本文主要采用文献法、问卷调查法和案例研究法。通过收集、汇总和总结国
内外薪酬相关的文献，以F企业为案例，研究其薪酬满意度，可以明确分析和解
决这些问题，并提出相应的措施和改进的观点来提升薪酬满意度。F企业一线员
工目前采取的薪酬基本可以满足其需求，但是一线员工薪酬机制缺乏竞争力，且
公平性不够，企业福利结构设计单一，非物质激励手段运用不够。针对上述存在
的问题，对其进行了深入分析和研究，提出了科学合理的策略和建议，即设计了
竞争性薪酬结构、确保一线员工薪酬制度公平性、完善薪酬福利结构以及采用非
物质激励手段等。本文的研究进一步促进F企业薪酬满意度水平的提升和进步，
以此来调动员工的主动性和积极性，为同类企业提供了可借鉴的现实意义。
关键词：薪酬激励，满意度，一线员工
I

Abstract
If an enterprise wants to develop in a healthy and stable manner and be in an
advantageous position in the competition, it must have its own set of talent
management methods to fully mobilize the enthusiasm of employees and improve their
productivity. Employee salary satisfaction can combine personal goals with
organizational goals and is an important motivation for motivating employees to work
hard. Company F was reorganized and established in July 2018. It is the first
super-large thermal power generation company with over one million kilowatts
designed, constructed, installed, commissioned and managed by China's ethnic
minority areas and Inner Mongolia Autonomous Region for the first time. The hub of
North China Power Grid is one of the main power plants in Inner Mongolia to
implement the strategy of "power transmission from west to east". It undertakes the
dual task of supplying power to the Inner Mongolia Autonomous Region and the
Beijing-Tianjin-Hebei region. In order to adapt to the current economic new normal,
power companies need to rely on human capital. The investment and the support of
advanced technology, in the final analysis, is an urgent need for high-quality human
resources. Therefore, the strategic management position of human resource
management in electric power enterprises is increasing day by day. The choice of
remuneration strategy is the key content in the process of human resource management,
which is directly related to the work efficiency of the enterprise and the enthusiasm of
employees.
Based on this, this article mainly adopts the literature method, questionnaire
survey method and case study method. By collecting, summarizing and summarizing
the literature on salary at home and abroad, and according to the case of F enterprise,
the company's salary satisfaction Clarify the problems, analyze and solve these
problems, and put forward corresponding measures and advanced viewpoints for
optimizing salary satisfaction. The first-line employees of F enterprise currently adopt
the salary that can basically meet their needs, but the salary mechanism of the
front-line employees lacks competitiveness and is not fair enough, the design of the
company's welfare structure is single, and the non-material incentives are not used
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enough. In-depth analysis and research on the above existing problems, and further
proposed scientific and reasonable strategies and suggestions, that is, formulate a
competitive salary structure, ensure the fairness of the salary system for front-line
employees, and improve the salary and welfare structure And the use of non-material
incentives. Through the author's research, it can further promote the improvement and
progress of F company's salary satisfaction level, so as to mobilize the initiative and
enthusiasm of employees.
Key words: Salary incentives, Satisfaction, Front-line employees
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