构建适合海尔长春分公司的薪酬管理体系

　　摘 要

　　海尔长春分公司薪酬管理体系优化设计研究在现代企业中，人力资源的作用越来越大，对人力资源进行有效的开发、合理的利用是发挥其对组织最大作用的保证。人力资源的作用是否得到重视并得以充分发挥直接影响着一个企业的竞争态势，因此，人力资源已经成为企业的核心能力要素并支撑着一个企业的核心能力构建。薪酬管理在人力资源管理中发挥着重要作用，是人力资源管理的重要组成部分，企业如何通过完善薪酬管理体系来支持企业战略目标的实现，提高员工薪酬满意度，进而调动员工工作积极性、发挥薪酬管理的激励功能已经成为公司亟待解决的问题。

　　海尔集团的薪酬管理体系在家电行业已经是相对比较成熟比较完善的薪酬管理体系，这些管理体系在集团总部的实施相对比较稳定、有效。但当其贯彻在全国各地大大小小的分公司是，问题却层出不穷，例如人员流动频繁、薪酬满意度不高、部门办事效率低下等，这些问题已经严重制约了公司的快速有效的发展。本文以海尔长春分公司为研究对象，通过对人力资源及薪酬管理理论知识的学习与掌握，在对海尔长春分公司充分调研的基础上，结合企业发展阶段系统的分析了企业的组织结构、人力资源结构、薪酬管理问题及成因，运用理论联系实际，定性与定量的方法，优化设计一套符合海尔长春分公司的薪酬管理体系。

　　本论文的薪酬管理体系主要针对海尔长春分公司的一般管理人员，根据“竞争性与稳定性向结合”的薪酬水平策略，完成了对其薪酬管理体系的优化。其内容主要包括：在基本薪酬级别方面，一般销售管理人员由单纯的 G5 级别增加了 G6 级别,一般售后管理人员由单纯的 G4 级别增加了 G5 级别，增加了员工晋升加薪的通道，消除了以往员工只能在本部门间转岗或只能在本级别间转岗的弊端。在绩效考核关系方面，增加了相关同级的考核占比，这样就由单纯的直接上级考核变为直接上级与相同级别共同考核关系，可以缓和部门间的工作关系、营造良好的工作环境、增强员工的公平感、提高工作效率。增加了弹性福利计划，以满足员工个人价值的需求，提高人力资源管理者水平等措施。最后，为保障新的薪酬管理体系的顺利实施，在制度上建立健全培训制度、完善考核制度、建立晋升制度；在组织上主要是依靠人力资源与各部门负责人及普通员工的沟通、宣传，通过有效的沟通化解员工心中的疑惑及矛盾，使薪酬管理体系更加透明；在文化上坚持以人为本的思想，使与时俱进、不断创新的精神在每位员工身上都能得到体现，并通过各种活动来宣扬加强文化的建设。这套方案将有利于提高公司部门工作效率，吸引、留住人才，增强企业的核心竞争力、实现本企业的可持续发展，并为全国其他分公司薪酬管理问题的解决提供借鉴。

　　关键词：海尔长春分公司；人力资源管理； 薪酬管理； 薪酬管理体系优化

　　Abstract

　　Research on the Optimal Design of Salary Management System inHaier Changchun BranchHR has become more and more important in modern enterprises, and how toeffectively explore and rationally use HR is greatly related to its function. Whetherthe role of HR is emphasized and thus fully played directly influences a company’scompetition, therefore, HR has become the core competence element of a companyand supported the core competence framework of the company. Salary managementplays an important role in HR management and also is an important part of it. How torealize a company’s strategic objective by improving its salary management systemand raise the staff’s salary satisfation so as to motivate the staff’s enthusiasm in workand fully show the motivation function of the salary management has become aburning problem to a company.

　　The salary management system of Haire Group is relatively mature andcomplete in the household-appliance industry, and the application of it within thegroup is also relatively steady and effective. But when the system is applied in thebranches all over the country, lots of problems, such as the frequency of personnelmovement, low salary satisfaction and low department effeciency, etc., have appeared.

　　By studying the theories of HR and salary management, adopting qualitative andquantitative methods and applying theory into practice, this thesis takes HaireChangchun Branch as the study object, systemetically analyzes the organizationstructure, HR structure as well as the problems and causes of salary management ofthe company in accordance with its development phases and designs a new salarymanagement system suitable to Haier Changchun Branch on the basis of the fullinvestigation of the company.

　　The salary management system designed in this thesis is mainly for the ordinarymanagement personnel, which is improved according to the salary rank strategy thatemphasizes the combination of competation and steadiness. The main contents are asthe following. In the aspect of basic salary rank, the G5 rank is upgraded into G6 rankfor the ordinary sales management personnel, and the G4 rank is upgraded into G5rank for the ordinary customer service management personnel, which reduces thedisadvantage of internal transfer, which could only happen within the samedepartment or within the same rank, and add new possibilities for the staff’spromotion in rank and salary. In the aspect of performance evaluation, the relativesame rank assessment ratio is increased, which means an employee’s performancewill be evaluated not only by his direct superior but by other superiors of the samerank at the same time. This improvement is good for smoothing the working relationsamong different departments, creating good working atmosphere, increasing thestaff’s sence of fairness and performance efficiency. Meanwhile, elastic welfare planis also added to satisfy the staff’s individual value demand and increase the ability ofthe HR personnel. Finally, to ensure the application of the new salary managementsystem, in system, a company should build and improve the sound training system,the performance evaluation system and the promotion system; in organization, the HRdepartment should communicate with other department heads and the whole staff,eliminate the doubts and contradictions among the staff so as to make the salarymanagement system more knowledgeable; in enterprise culture, the company shouldadheres to the philosophy of people-oriented, make each employee keeps up with thetimes and innovative, and emphasize the culture construction by organizing variousactivities. The scheme will be beneficial in improving the work efficiency of alldepartments, attracting and keeping the talents, strengthening thecore-competitiveness ， realizing the company’s sustainable development, andproviding references to other branches in resolving the problems of salarymanagement.

　　Keywords:　Haire Changchun Branch; HR management (HMR); salary management;salary management system optimization

 

　　目 录

　　第 1 章 绪论

　　1.1 研究背景

　　1.2 研究意义

　　1.3 研究方法及内容

　　第 2 章 海尔长春分公司薪酬管理现状及问题

　　2.1 海尔长春分公司基本概况

　　2.2 海尔长春分公司薪酬管理体系现状

　　2.3 海尔长春分公司员工薪酬满意度调查

　　2.4 海尔长春分公司薪酬管理体系存在的问题

　　第 3 章 海尔长春分公司薪酬管理体系问题的成因

　　3.1 薪酬制度缺乏动态适应性

　　3.2 薪酬政策透明性差

　　3.3 忽视非经济性报酬

　　3.4 薪酬管理缺乏人力资本观念

　　第 4 章 海尔长春分公司薪酬管理体系优化设计方案

　　4.1 薪酬管理体系优化设计的整体思路

　　4.2 工作分析与岗位评价

　　4.3 薪酬管理体系优化设计的内容

　　4.4 薪酬管理体系优化实施的保障

　　结 论

　　参考文献

　　致 谢