南车成都机车车辆有限公司薪酬激励问题分析.doc

四川大学公共管理学院本科生(自考)毕业论文(设计)题目南车成都机车车辆有限公司员工薪酬激励问题与对策分析办学学院四川大学公共管理学院学****中心专业人力资源管理年级指导教师罗亚玲学生姓名刘书娟学号二〇一二年六月八日南车成都机车车辆有限公司员工薪酬激励问题与对策分析人力资源管理专业学生:刘书娟指导老师:罗亚玲摘要:激励一词,源自英文motivation,本意是一个有机体在追求既定目标时的意愿程度。它有激发动机、鼓励行为、形成动力的含义,也就是人们常说的调动积极性。对于企业而言,是否能够有效的激励员工是关系到企业生死存亡和长远发展的关键要素。在20世纪80、90年代,曾经效益红火的很多国有企业就是因为缺乏有效激励、员工吃大锅饭、分配机制不均衡而导致亏损严重、效益下滑,最终或破产、或改制。薪酬激励历来是员工激励的最重要的手段,薪酬激励不合理,可能会导致员工积极性不高、效率低下,核心员工流失;反之,企业能够设计出合理的薪酬,一方成能够调动员工的积极性,实现企业目标;另一方面,也有助于培养企业员工正确的价值观,为社会输送人才。本文所研究的南车成都机车车辆有限公司(简称“南车成都公司”)是一家专业修理内燃机车的企业,成立于上个世纪50年代,是一家国营企业,隶属于中国大型上市企业南车集团,本文通过对该公司员工薪酬激励制度的分析、员工调查与访谈,提出了薪酬激励若干问题的解决方案,给出了重新设计薪酬的意见和建议,以期通过新的薪酬激励方案,充分发挥薪酬的各项职能和作用,从而有效激励员工,实现企业目标。关键词:激励薪酬南车成都公司目录一、薪酬及相关概念························································1二、南车成都公司概况······················································2三、南车成都公司薪酬现状··················································2(一)薪酬原则·························································2(二)薪酬制度体系·····················································3(三)薪酬结构·························································4(四)企业薪酬水平的确定及影响因素·····································4(五)平均工资指导意见及最高、最低工资的确定···························5四、南车成都公司薪酬激励问题分析··········································6(一)薪酬等级过多,不利于从基层培养人才······························6(二)重视岗位薪酬,忽视能力薪酬和业绩薪酬····························6(三)月薪随单位效益波动频繁,转移了员工对自身绩效的重视··············7(四)严格的薪酬等级制度让员工认为一切付酬都理所应得,薪酬失去了激励作用··7(五)薪酬极差小,晋升对员工无吸引力···································7(六)薪酬增减变动公式复杂,员工看不清薪酬激励的目标指向···············7(七)薪酬水平整体偏低,尤其是工程技术类人员和直接生产工人待遇偏低·····8五、南车成都公司薪酬激励对策··············································8(一)重新梳理薪酬体系,增加薪酬制度的多样性··························8(二)调整薪酬结构,增强薪酬的激励职能································9(三)作为激励因素的绩效工资、业绩提成、项目奖金和计件工资的设置······10(四)提高年功工资····················································10(五)减少岗位薪资档级,增加薪酬宽度和弹性····························10(六)制订岗位薪酬基额的年度增减计划,增强对员工的中长期激励··········10(七)以年终奖金的形式保留薪酬与效益挂钩的原则························10一、薪酬及相关概念广义上讲,薪酬分为经济类报酬和非经济类报酬两种,经济类报酬是指员工的工资、津贴、奖金等,非经济类