甘肃HTC汽车贸易有限公司薪酬方案设计
|
摘要
随着经济的发展,人才对于各类组织发展的重要性日益凸显,特别是企业之间的竞争更是表现为人才之间的竞争。如何吸引和留住企业所需的人才以及充分发挥现有人才的潜力进而提高企业的竞争力,成为现代企业兴衰成败的关键,特别是对正如雨后春笋般建立和发展起来的中小民营企业来说,其意义及作用更是深远和重大。于是,薪酬作为一种非常重要、最基本且最容易被应用的激励手段,受到企业管理者们越来越多的关注。如何设计和建立一套科学的、符合企业文化的,并且能够适应和促进企业发展需要的薪酬制度,对国内中小民营企业来说是一个全新而重大的课题。
本文选取甘肃HTC汽车贸易有限公司这个以品牌汽车特约销售服务店为主体的小型民营企业作为研究对象,目的是以现代薪酬管理理论和激励理论为基础,对HTC公司的内外部环境进行分析,找出该公司薪酬体系中存在的问题,结合理论与公司实际及战略发展需要,对薪酬体系进行设计和完善,力求能够与企业的实际和发展战略相适应,提高对人员的激励作用,为有效吸引和留住企业需要的优秀人才搭建一个基础平台。
本文基于对HTC公司薪酬体系现状及存在问题的分析,通过对公司各类岗位的职位分析、技能评价、岗位评价等方法为该公司设计了一套薪酬方案。设计方案中,对于薪酬体系的选择没有像通常的薪酬方案一样只采用了一种薪酬体系,而是针对岗位特点的不同,将技能和职位两种薪酬体系纳入方案中,同时在薪酬结构设计上引入了宽带薪酬,以使不同岗位的人员得到更有效的激励。加大浮动薪酬的比例,也是本文设计方案中的一个特点,将浮动薪酬与员工个人及团体绩效以及企业整体经营绩效结合起来,促使员工主动改善工作业绩,将其个人收益与企业发展联系起来,进而推动企业实现经营目标。本文的设计思路对同类型的其他企业有一定的借鉴及指导作用。
With economic development, talent is more and more important for various organizations, especially the competition among enterprises is shown as talent competition. It is key for enterprises How to attract and retain the necessary talent and to play the potential of existing talent to the fullest, especially for small private enterprise. So the compensation is paid more and more attention as one important and basic incentive method which is easily applied. It is a new and important subject how to design and establish a compensation scheme which is scientific, according with enterprise culture, and able to fit and promote development of enterprise.
Taking Gansu HTC Auto Trade Co., Ltd, a private small firm which is engaged on sales service of auto, as research target, and based on the modern compensation management and incentive theory, the paper want to find the issues exiting in HTC's compensation scheme through analyzing internal and external entironment, design and improve compensation system through combing theory and needs of practice and strategy development striving to fit the needs of practice and strategy development and improve staff incentives, in order to basic platform meeting to needs of effectively attract retain talents.
Based on the analysis of present status and existing issues of HTC's compensation system, the paper designed a compensation scheme through job analysis, skill evaluation, and post evaluation of various posts. During designing compensation scheme, the paper only brought two sets of compensation scheme including skill compensation system and post compensation system into scheme aiming at different characters of various posts, different with common compensation scheme which only adopt one compensation scheme. At same time, the scheme adopted broadband salary in compensation structure in order to effectively incent staffs of various posts. It was one obvious feature of our scheme that increased the proportion of floating salary, combining floating salary with performance of staff individuals and groups and performance of corporate, motivating staff forwardly to improve work performance and combining individual benefit with enterprise development, further encouraged enterprises to achieve operational objectives. The paper also is a reference for other similar enterprises.
本文选取甘肃HTC汽车贸易有限公司这个以品牌汽车特约销售服务店为主体的小型民营企业作为研究对象,目的是以现代薪酬管理理论和激励理论为基础,对HTC公司的内外部环境进行分析,找出该公司薪酬体系中存在的问题,结合理论与公司实际及战略发展需要,对薪酬体系进行设计和完善,力求能够与企业的实际和发展战略相适应,提高对人员的激励作用,为有效吸引和留住企业需要的优秀人才搭建一个基础平台。
本文基于对HTC公司薪酬体系现状及存在问题的分析,通过对公司各类岗位的职位分析、技能评价、岗位评价等方法为该公司设计了一套薪酬方案。设计方案中,对于薪酬体系的选择没有像通常的薪酬方案一样只采用了一种薪酬体系,而是针对岗位特点的不同,将技能和职位两种薪酬体系纳入方案中,同时在薪酬结构设计上引入了宽带薪酬,以使不同岗位的人员得到更有效的激励。加大浮动薪酬的比例,也是本文设计方案中的一个特点,将浮动薪酬与员工个人及团体绩效以及企业整体经营绩效结合起来,促使员工主动改善工作业绩,将其个人收益与企业发展联系起来,进而推动企业实现经营目标。本文的设计思路对同类型的其他企业有一定的借鉴及指导作用。
With economic development, talent is more and more important for various organizations, especially the competition among enterprises is shown as talent competition. It is key for enterprises How to attract and retain the necessary talent and to play the potential of existing talent to the fullest, especially for small private enterprise. So the compensation is paid more and more attention as one important and basic incentive method which is easily applied. It is a new and important subject how to design and establish a compensation scheme which is scientific, according with enterprise culture, and able to fit and promote development of enterprise.
Taking Gansu HTC Auto Trade Co., Ltd, a private small firm which is engaged on sales service of auto, as research target, and based on the modern compensation management and incentive theory, the paper want to find the issues exiting in HTC's compensation scheme through analyzing internal and external entironment, design and improve compensation system through combing theory and needs of practice and strategy development striving to fit the needs of practice and strategy development and improve staff incentives, in order to basic platform meeting to needs of effectively attract retain talents.
Based on the analysis of present status and existing issues of HTC's compensation system, the paper designed a compensation scheme through job analysis, skill evaluation, and post evaluation of various posts. During designing compensation scheme, the paper only brought two sets of compensation scheme including skill compensation system and post compensation system into scheme aiming at different characters of various posts, different with common compensation scheme which only adopt one compensation scheme. At same time, the scheme adopted broadband salary in compensation structure in order to effectively incent staffs of various posts. It was one obvious feature of our scheme that increased the proportion of floating salary, combining floating salary with performance of staff individuals and groups and performance of corporate, motivating staff forwardly to improve work performance and combining individual benefit with enterprise development, further encouraged enterprises to achieve operational objectives. The paper also is a reference for other similar enterprises.
引文
[1]乔治.T.米尔科维奇,杰里.M.纽曼.薪酬管理[M].北京：中国人民大学出版社.2002.5：5
[2]宋培林编著.薪酬管理-理论操作案例[M].北京：首都经济贸易大学出版社.2006：2
[3]李中斌,曹大友,章守明.薪酬管理理论与实务[M].长沙：湖南师范大学出版社.2007：2
[4]刘听编著.薪酬管理(第二版)[M].北京：中国人民大学出版社.2007：6
[5]Arthur Sherman. Managing Human Resource. South-western College Publishing,2000:22-26
[6]斯蒂芬.P.罗宾斯著.组织行为学(第七版)[M].北京：中国人民大学出版社.1997.11：180
[7]刘爱军主编.薪酬管理：理论与实务[M].北京：机械工业出版社.2008：33
[8]约瑟夫.J.马尔托奇奥著.战略薪酬[M],周眉译.北京：社会科学文献出版社.2002
[9]詹姆斯.W.沃克著.人力资源战略[M].吴雯芳译.北京：中国人民大学出版社.2001
[10]John. M. Ivancevich. Human Resource Management:A Strategic Approach, Human Resource Development Press Inc.,2002
[11]Joseph J.Martocchio. Strategic Compensation:A Human Resource Management Approach.Pearson Prentice Hall,2004
[12]罗伯特.马西斯,约翰H.杰克逊著.人力资源管理培教程[M].刘磊译.北京：机械工业出版社.2004
[13]徐启亮.浅议企业薪酬制度的选择,中国商界(下半月)[J],2008(4)
[14]刘宁,施春燕.宽带薪酬体系的设计要素.企业改革与管理[J].2008(1)
[15]蒋龙,肖卜杭.宽带薪酬在现代企业中的应用.经济师[J].2006(4)
[16]李辉.浅析国有企业高级管理层薪酬管理.工业审计与会计[J].2007(4)
[17]郭志刚.薪酬沟通：薪酬效能的催化剂.新资本[J].2007(4)
[18]谢荣见,孙剑平.企业经营者薪酬特区研究.现代管理科学[J].2007(1)
[19]丁晓光.销售人员薪酬与绩效考核的匹配.经营管理者[J].2007(2)
[20]刘敏.绩效薪酬的三个误区.人才资源开发[J].2007(1)
[21]张锦平.浅谈中小民营企业薪酬管理的优化策略.技术与市场[J].2007(2)
[22]阴法楠.浅析宽带薪酬制度在企业人力资源管理中的应用.人口与经济[J].2008(S1)
[23]李亚.民营企业人力资源管理[M].北京：中国方正出版社,2003
[24]刘昕.薪酬福利管理[M].北京：对外经济贸易大学出版社,2003
[25]徐庆文,裴春霞.培训与开发[M].济南：山东人民出版社,2004
[26]窦胜功,夏海贤,卢纪华,韩玉杰.公司人力资源管理与开发[M].大连：辽宁师范大学出版社,2004
[27]托马斯.B.威尔逊.薪酬框架[M].北京：华夏出版社,2001
[28]郑晓明.现代企业人力资源管理导论.北京：机械工业出版社,2002
[29]张建安.当前民营企业的人力资源状况与改善对策.经济师[J].2005(10)
[30]吴志明.员工招聘与选拔实务手册.北京：机械工业出版社,2002
[31]李亚.民营企业文化.北京：中国方正出版社.2004
[32]程国平.经营者激励.北京：经济管理出版社.2002
[33]Lawrence. S.Kleiman, Human Resource Management:A Tool for Competitive Advantage. West Publishing Company,1997
[34]Terry L. Leap and Michael D.Crino. Personal. Human Resource Management, Macmillan,1999
[35]徐兆铭.企业绩效与激励机制：战略的观点.北京：中国税务出版社.2006.
[36]初庆华.维亚公司薪酬体系改革研究.经济师[J].2006(2)
[37]郑晓明.现代企业人力资源管理导论.北京：机械工业出版社.2002
[38]赵曙明.中国企业人力资源管理.南京：南京大学出版社.2000
[39]吴楚汉,王晓萍.我国私营企业可持续成长初探.北京：中共中央党校出版社,2001
[2]宋培林编著.薪酬管理-理论操作案例[M].北京：首都经济贸易大学出版社.2006：2
[3]李中斌,曹大友,章守明.薪酬管理理论与实务[M].长沙：湖南师范大学出版社.2007：2
[4]刘听编著.薪酬管理(第二版)[M].北京：中国人民大学出版社.2007：6
[5]Arthur Sherman. Managing Human Resource. South-western College Publishing,2000:22-26
[6]斯蒂芬.P.罗宾斯著.组织行为学(第七版)[M].北京：中国人民大学出版社.1997.11：180
[7]刘爱军主编.薪酬管理：理论与实务[M].北京：机械工业出版社.2008：33
[8]约瑟夫.J.马尔托奇奥著.战略薪酬[M],周眉译.北京：社会科学文献出版社.2002
[9]詹姆斯.W.沃克著.人力资源战略[M].吴雯芳译.北京：中国人民大学出版社.2001
[10]John. M. Ivancevich. Human Resource Management:A Strategic Approach, Human Resource Development Press Inc.,2002
[11]Joseph J.Martocchio. Strategic Compensation:A Human Resource Management Approach.Pearson Prentice Hall,2004
[12]罗伯特.马西斯,约翰H.杰克逊著.人力资源管理培教程[M].刘磊译.北京：机械工业出版社.2004
[13]徐启亮.浅议企业薪酬制度的选择,中国商界(下半月)[J],2008(4)
[14]刘宁,施春燕.宽带薪酬体系的设计要素.企业改革与管理[J].2008(1)
[15]蒋龙,肖卜杭.宽带薪酬在现代企业中的应用.经济师[J].2006(4)
[16]李辉.浅析国有企业高级管理层薪酬管理.工业审计与会计[J].2007(4)
[17]郭志刚.薪酬沟通：薪酬效能的催化剂.新资本[J].2007(4)
[18]谢荣见,孙剑平.企业经营者薪酬特区研究.现代管理科学[J].2007(1)
[19]丁晓光.销售人员薪酬与绩效考核的匹配.经营管理者[J].2007(2)
[20]刘敏.绩效薪酬的三个误区.人才资源开发[J].2007(1)
[21]张锦平.浅谈中小民营企业薪酬管理的优化策略.技术与市场[J].2007(2)
[22]阴法楠.浅析宽带薪酬制度在企业人力资源管理中的应用.人口与经济[J].2008(S1)
[23]李亚.民营企业人力资源管理[M].北京：中国方正出版社,2003
[24]刘昕.薪酬福利管理[M].北京：对外经济贸易大学出版社,2003
[25]徐庆文,裴春霞.培训与开发[M].济南：山东人民出版社,2004
[26]窦胜功,夏海贤,卢纪华,韩玉杰.公司人力资源管理与开发[M].大连：辽宁师范大学出版社,2004
[27]托马斯.B.威尔逊.薪酬框架[M].北京：华夏出版社,2001
[28]郑晓明.现代企业人力资源管理导论.北京：机械工业出版社,2002
[29]张建安.当前民营企业的人力资源状况与改善对策.经济师[J].2005(10)
[30]吴志明.员工招聘与选拔实务手册.北京：机械工业出版社,2002
[31]李亚.民营企业文化.北京：中国方正出版社.2004
[32]程国平.经营者激励.北京：经济管理出版社.2002
[33]Lawrence. S.Kleiman, Human Resource Management:A Tool for Competitive Advantage. West Publishing Company,1997
[34]Terry L. Leap and Michael D.Crino. Personal. Human Resource Management, Macmillan,1999
[35]徐兆铭.企业绩效与激励机制：战略的观点.北京：中国税务出版社.2006.
[36]初庆华.维亚公司薪酬体系改革研究.经济师[J].2006(2)
[37]郑晓明.现代企业人力资源管理导论.北京：机械工业出版社.2002
[38]赵曙明.中国企业人力资源管理.南京：南京大学出版社.2000
[39]吴楚汉,王晓萍.我国私营企业可持续成长初探.北京：中共中央党校出版社,2001