七里村采油廠(chǎng)崗位薪酬設(shè)計(jì)研究.pdf

1、論文題目：七里村采油廠(chǎng)崗位薪酬設(shè)計(jì)研究專(zhuān)業(yè)：工商管理碩士生：劉濤（簽名）指導(dǎo)教師：鄒紹輝（簽名）摘要薪酬管理在企業(yè)管理中有著極其重要的地位。一個(gè)有效的薪酬管理體系，不僅可以對(duì)員工有強(qiáng)烈的激勵(lì)作用，激發(fā)其工作熱情和創(chuàng)造熱情，更能促使其為實(shí)現(xiàn)企業(yè)的目標(biāo)努力工作，創(chuàng)造更大的業(yè)績(jī)。當(dāng)前，我國(guó)經(jīng)濟(jì)和社會(huì)發(fā)展進(jìn)入了“新常態(tài)”狀態(tài)下，能源需求增速會(huì)進(jìn)一步減緩。“綠色化”將會(huì)引起我國(guó)能源消費(fèi)和生產(chǎn)的深刻變革。在這種環(huán)境下，如何構(gòu)建具有競(jìng)爭(zhēng)性和激勵(lì)性的薪

2、酬管理體系對(duì)于石油生產(chǎn)企業(yè)顯得尤為緊迫。多年來(lái)，七里村采油廠(chǎng)薪酬模式的調(diào)整一直圍繞著崗位技能工資進(jìn)行。但是，在企業(yè)實(shí)際運(yùn)營(yíng)過(guò)程中，始終存在著諸如員工主動(dòng)性差、抱怨薪酬不公平、激勵(lì)力度不夠、薪酬增速低于企業(yè)利潤(rùn)的增長(zhǎng)、個(gè)人付出與薪酬獲取不匹配等現(xiàn)象。本文首先利用問(wèn)卷調(diào)查方法對(duì)企業(yè)薪酬現(xiàn)狀展開(kāi)調(diào)查，調(diào)查和分析發(fā)現(xiàn)，企業(yè)薪酬必須圍繞動(dòng)態(tài)調(diào)整、體現(xiàn)公平性和堅(jiān)持業(yè)績(jī)導(dǎo)向進(jìn)行調(diào)整。在綜合分析的基礎(chǔ)上，確立了“將原先的技能等級(jí)工資制改革為基于崗位的績(jī)

3、效薪酬工資制度”的薪酬調(diào)整思路，即建立動(dòng)態(tài)崗位績(jī)效薪酬。第二，明確了動(dòng)態(tài)崗位績(jī)效薪酬建立的原則，重點(diǎn)包括內(nèi)部公平、外部競(jìng)爭(zhēng)性、與員工貢獻(xiàn)相符和動(dòng)態(tài)調(diào)整原則。第三，分析了影響企業(yè)薪酬水平的內(nèi)外因素，確定了薪酬水平標(biāo)準(zhǔn)。第四，把企業(yè)員工分為管理技術(shù)人員和操作服務(wù)人員兩大類(lèi)，運(yùn)用本文建立的崗位價(jià)值評(píng)價(jià)方法對(duì)企業(yè)所有崗位進(jìn)行了評(píng)價(jià)，確定崗位價(jià)值排序，建立了相應(yīng)的薪酬結(jié)構(gòu)。第五，構(gòu)建企業(yè)薪酬和員工薪酬動(dòng)態(tài)調(diào)整模型。第六，按設(shè)計(jì)的薪酬模型對(duì)薪酬成本

4、進(jìn)行了測(cè)算，表明薪酬成本是可控的。最后從明確實(shí)施機(jī)構(gòu)和職責(zé)、建立崗位價(jià)值文化等方面提出了相應(yīng)的實(shí)施建議。本文的研究對(duì)同類(lèi)企業(yè)薪酬調(diào)整和企業(yè)發(fā)展都將起到較好的借鑒意義。關(guān)鍵詞：采油廠(chǎng)；動(dòng)態(tài)；崗位績(jī)效工資；崗位價(jià)值研究類(lèi)型：應(yīng)用研究Subject：AStudyontheDynamicPostperfmanceSalaryAdministrationofQilicunOilProductionPlantSpecialty：Masterofbu

5、sinessadministrationName：LiuTao(Signature)Instruct：ZouShaoHui(Signature)ABSTRACTSalaryadministrationoccupiesaveryimptantpositioninenterpriseadministration.Aneffectivesalaryadministrationsystemcannotonlyencourageemployees

6、’wkenthusiasmcreationpassionbutalsomakethemwkhardftherealizationofenterprisegoalsthusmakegreaterachievements.NowadaysChineseeconomicssocialdevelopmenthassteppedinto“newnmalstate”.Energydemswilldecreasefurther“greenizatio

7、n”willcausedeeprenovationsinenergyconsumptionproduction.Undersuchcircumstanceshowtoconstructcompetitiveincentivesalaryadministrationsystembecomesratherurgentfoilproductionenterprises.FsomanyyearsQilicunOilProductionPlant

8、hasalwaysbeenmakingsalaryadjustmentsaccdingtopostskills.Intheprocessofenterpriserealoperationtherearisemanyproblemssuchasemployees’poinitiativecomplaintsaboutunfairsalarylowmotivationlowersalaryincreasespeedthanenterpris

9、e’sprofitdecreasespeedunmatchingofindividual’shardwksalaryobtained.Thispaperdidinvestigationaboutthepresentsituationofthisenterprisesalaryadministrationbymeansofquestionnairediscoveredthattheadjustmentofenterprisesalarya

10、dministrationshouldfocusondynamicadjustmenttoreflectfairnessbeientedtoemployees’perfmance.Basedoncomprehensiveanalysisthispaperfirstlyestablishedthestrategyofsalaryadjustment—changingtheiginalskillrankingsalarysysteminto

11、postperfmancesalarysystem.Secondlytheprinciplesofestablishingdynamicpostperfmancewerespecifiedincludinginternalfairnessexternalcompetitivenessdynamicadjustmentaccdingtoemployees’contribution.Thirdlyinternalexternalfactst

12、hatinfluenceenterprisesalarylevelwereanalyzedtodeterminethestardsofsalarylevel.Fourthlytheemployeeswereclassifiedintotwocategies:managerialtechnicalstaffoperationalservicestaff.Thepostvalueevaluationmethodproposedinthisp