摘要
随时我国经济飞速发展，企业发展也在不断进步，各类企业在寻求价值创造
的同时，也在不断提升自身的管理水平，企业管理在平衡投入与产出的同时，人
力资源管理成本的投入逐渐成为企业在价值创造方面更关注的重点。薪酬管理是
现代人力资源管理以及现代企业管理中的重要组成部分。科学的、良好的薪酬体
系可以激发员工的工作潜力，提升员工的工作能力，提高公司的核心竞争力，对
于人才的选拔、任命、培育、留用都具有积极的促进作用，是各个企业实行人才
战略的一个重要环节，对于企业实现战略经营目标同样具有重要作用。
本文以天津本土一家民营制造企业 TS公司的薪酬体系为研究对象，TS公
司在近 10年经历了快速的发展，公司规模逐步扩大，但是由于现有的薪酬体系
不健全而出现了很多问题，同时各项机制尚不成熟，从人力资源方面如何提升对
于市场的适应能力等问题引发了企业高层的思考。基于以上背景，对 TS公司的
薪酬体系进行优化及设计，运用现代人力资源管理理论、薪酬管理理论，首先通
过调查问卷、访谈、现地调研等方法，先对 TS的组织架构进行了优化，又对
TS公司的薪酬管理体系现状和问题进行了综合分析。从而得出了 TS公司目前
现行的薪酬体系存在很多较为严重的问题：第一、TS公司的薪酬制度不完善，
薪酬调整没有明确规则、激励性差。第二、TS公司薪酬缺乏内部公平性。第三、
TS公司薪酬水平与企业发展水平不匹配，在行业中缺乏竞争性。第四、TS公司
薪酬管理需要增强法律合规性。根据对TS公司现行薪酬体系诊断与分析的结果，
明确了结局问题的原则及思路，首先依据访谈、调研结果进行了各个岗位的工作
分析，明确了各岗位职责；然后，结合公司实际情况与高层领导进行沟通研究，
选定基准岗位进行岗位价值评估并对天津市及 TS周边的薪酬水平进行调研，将
现有全体员工进行分类，非生产岗位员工实行宽带薪酬体系，生产岗位员工实行
计件薪酬体系。
本文以分析 TS公司战略目标从而确定人力资源目标，最终确定薪酬策略，
重新优化的薪酬体系依据岗位价值评估的结果进行了排序，解决了内部公平性问
题；根据战略目标分解及外部薪酬调研的数据的结合，并且结合高层领导对公司
整体人工成本的控制，进行了薪酬策略的选择，解决了企业薪酬水平外部公平性
的问题。在最后提出了优化后的薪酬体系实施的相关保障措施：一是建立薪酬委
员会，保障薪酬的公开透明；二是完善企业内部人力资源相关制度，配合薪酬制
度的实行；积极进行宣传；三是完善绩效考核体系；四是建立长期激励制度；五
是对新的薪酬体系进行积极的宣传工作。
关键词：TS公司；薪酬体系；宽带薪酬；优化设计
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ABSTRACT
At any time, with the rapid development of China's economy, the development of
enterprises is also making continuous progress. While seeking value creation, all
kinds of enterprises are constantly improving their management level. While
enterprise management is balancing input and output, the investment of human
resource management cost has gradually become the focus of enterprises in value
creation. Salary management is an important part of modern human resource
management and modern enterprise management. A scientific and good salary system
can stimulate the work potential of employees, improve their work ability, and
improve the core competitiveness of the company. It plays a positive role in
promoting the selection, appointment, cultivation, and retention of talents. It is an
important link in the implementation of talent strategy in various enterprises, and also
plays an important role in realizing the strategic business objectives of enterprises.
This paper takes the salary system of TS Company, a local private manufacturing
enterprise in Tianjin as the research object. TS Company has experienced rapid
development in the past 10 years, and the company scale has gradually expanded.
However, due to the imperfection of the existing salary system, there are many
problems. At the same time, the various mechanisms are not yet mature. How to
improve the adaptability to the market from the perspective of human resources has
caused high-risk problems The thinking of the third level. Based on the above
background, this paper optimizes and designs the salary system of TS Company, and
uses modern human resource management theory and salary management theory.
Firstly, it optimizes the organizational structure of TS Company by means of
questionnaire, interview and local investigation, and comprehensively analyzes the
current situation and problems of the salary management system of TS Company. It is
concluded that there are many serious problems in the current salary system of TS
Company: first, the salary system of TS Company is not perfect, the salary adjustment
has no clear rules, and the incentive is poor. Second, TS Company's salary lacks
internal fairness. Third, the salary level of TS Company does not match the
development level of the enterprise, and it is lack of competitiveness in the industry.
Fourth, TS company salary management needs to enhance legal compliance.
According to the results of diagnosis and analysis of TS Company's current salary
system, this paper clarifies the principles and ideas of the outcome. Firstly, it analyzes
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the work of each post according to the interview and research results, and clarifies the
responsibilities of each post. Then, it carries out communication research with senior
leaders in combination with the actual situation of the company, selects the
benchmark post for post value evaluation, and evaluates the salary of Tianjin and TS
surrounding areas Level of research, the existing staff will be classified, non
production staff to implement broadband salary system, production staff to implement
piecework salary system.
Based on the analysis of TS Company's strategic objectives to determine the
human resources objectives, and ultimately determine the salary strategy, the re
optimized salary system is sorted according to the results of post value evaluation, and
the internal fairness problem is solved; according to the combination of strategic
objectives decomposition and external salary survey data, and combined with the
control of the company's overall labor cost by senior leaders, the salary system is
optimized The choice of compensation strategy solves the problem of external
fairness of enterprise compensation level. In the end, the paper puts forward the
relevant safeguard measures for the implementation of the optimized salary system:
first, establish the salary committee to ensure the openness and transparency of salary;
second, improve the internal human resources system to cooperate with the
implementation of the salary system; actively carry out publicity; third, improve the
performance evaluation system; fourth, establish a long-term incentive system; fifth,
actively publicize the new salary system Work.
Key words: TS Company; Salary system; Broadband salary; The optimization
design
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