对企业薪酬体系设计研究毕业论文
薪酬管理毕业论文
薪酬管理毕业论文薪酬管理毕业论文引言：在当今竞争激烈的职场环境中，薪酬管理成为了企业吸引和留住优秀人才的重要手段之一。
薪酬管理涉及到员工的薪资水平、福利待遇、绩效考核等方面，对于企业的发展和员工的激励起着至关重要的作用。
本篇论文将探讨薪酬管理的现状、挑战以及如何进行有效的薪酬管理。
一、薪酬管理的现状薪酬管理在企业中起到了关键的作用。
它不仅仅是满足员工的基本生活需求，更是激励员工积极工作的重要手段。
然而，在实际操作中，薪酬管理存在一些问题。
首先，薪酬差距过大，导致员工之间的不满和不公平感。
其次，薪酬体系不够灵活，不能适应不同岗位和不同层级的员工需求。
此外，薪酬管理的透明度不够，缺乏有效的沟通和反馈机制。
二、薪酬管理的挑战薪酬管理面临着许多挑战。
首先，随着经济的发展和竞争的加剧，企业需要更好地吸引和留住人才，而薪酬管理需要与时俱进，满足员工的期望和需求。
其次，不同行业、不同地区的薪酬水平存在差异，企业需要根据实际情况进行合理的薪酬设计。
此外，薪酬管理还需要考虑到员工的绩效和贡献，以及企业的整体经济状况。
三、有效的薪酬管理策略为了解决薪酬管理存在的问题和挑战，企业需要采取一系列的策略。
首先，建立公平公正的薪酬体系，确保员工的薪酬差距合理且透明。
其次，薪酬管理需要与员工的绩效挂钩，通过绩效考核来激励员工的工作动力。
此外，企业还可以采取一些非金钱激励措施，如培训发展、晋升机会等，提升员工的职业发展空间和工作满意度。
最后，薪酬管理需要与员工进行有效的沟通和反馈，了解员工的需求和意见，及时调整和改进薪酬体系。
四、薪酬管理的实践案例为了更好地了解薪酬管理的实践情况，本文将以某知名企业为例进行分析。
该企业采用了灵活的薪酬体系，根据员工的工作岗位、绩效表现和市场情况进行薪酬设计。
同时，该企业注重员工的职业发展和培训机会，提供了多种晋升途径和学习平台。
此外，该企业还定期与员工进行沟通和反馈，了解员工的需求和意见，并根据反馈结果进行相应的调整和改进。
薪酬体系优化开题报告(含文献综述)
课题的难点：
4.论文提纲
1.引言 1.1 研究背景及意义 1.2 研究思路及方法 1.3 研究内容 2.相关理论综述 2.1 薪酬体系基本概念 2.2 薪酬体系构成 2.3 常见的薪酬模式 3.福建腾煌传媒有限公司概况 3.1 公司简介 3.1.1.公司的组织结构 3.1.2 公司的人员概况 3.2 现有薪酬体系 3.3 内部员工薪酬满意度调查 3.4 公司目前薪酬体系所存在的问题 3.5 腾煌传媒有限公司薪酬体系问题的原因分析 4.腾煌传媒有限公司薪酬体系的优化设计 4.1 薪酬体系优化设计的原则与目标 4.2 薪酬体系的改进方案 4.2.1 各岗位薪酬水平与结构设计 4.2.2 将薪酬体系与绩效管理挂钩
力,为企业创造高质量的经济效益。 然而,在薪酬管理上中小企业普遍都存在一些 问题,并严重阻碍了企业经济的健康发展。 文章主要围绕中小企业薪酬管理 存在 的一些问题,提出了相应的对策和措施。 综合以上一系列观点， 企业薪酬制度是一项复杂而庞大的工程。只有对薪酬 制度进行多方面、全方位的设计，才能保证薪酬的公平性和科学性，充分发挥薪 酬制度的激励和约束作用， 使薪酬成为一种完成组织目标的强有力工具。随着知 识经济的到来， 人力资源也开始成为企业的重要资源，员工的薪酬管理始终是核 心环节之一， 也是企业管理的重要内容，薪酬管理的直接目标是提高员工的满意 度，吸引并挽留优秀员工。最终目标是使薪酬成为企业盈利的有力工具。 薪酬体系作为人力资源乃至整个企业管理的核心内容之一， 不仅涉及企业的 经济核算与效益，而且与员工切身利益息息相关。合理有效的薪酬体系，不仅能 激发员工的积极性与创造性，促使员工努力工作，提高企业效益，帮助实现企业 发展目标， 而且能在人才竞争日益激烈的知识经济下吸引和保留一支素质良好的 且具有竞争力的员工队伍。薪酬是人力资源管理和开发的核心问题，也是企业之 间争夺人才的重要手段。 建立一个以公平和效率为核心，富有激励和约束作用的 薪酬体系，可以帮助企业更有效的吸引、激励、保留员工，从起到增强企业竞争 优势的作用。
企业绩效管理毕业论文
企业绩效管理毕业论文企业绩效管理是企业人力资源管理体系最重要的组成部分之一。
下面是店铺为大家整理的企业绩效管理毕业论文，供大家参考。
企业绩效管理毕业论文篇一摘要：绩效管理是现代企业人力资源管理模块的重要环节，绩效反馈则是绩效管理的一个重要组成部分，但目前我国企业在绩效管理中却普遍存在重考核轻反馈的情况，导致绩效管理的作用没有充分发挥。
本文将通过分析绩效反馈的重要性，指出企业在绩效反馈中的问题，提出搞好绩效反馈的对策和建议，完善企业人力资源管理。
关键词：绩效反馈;问题;重要性;对策;建议绩效考核是现代企业人力资源管理工作中的重要内容之一，他直接为薪酬发放、人员晋升、员工培训等工作提供依据。
其中，有效的绩效反馈则是重中之重，它将为员工工作改进，完善考核方法，提升考核意义，强化考核作用，对全面提高人力资源管理的有效性起着重要的作用。
但是，现实中很多企业将考核片面化，忽视考核中绩效反馈的重要性，极大的弱化了绩效考核功能的发挥。
1绩效反馈的定义及重要性反馈泛指发出的事物返回发出的起始点并产生影响。
绩效反馈是指，通过考核者与被考核者之间的沟通，就被考核者在考核周期内的绩效情况进行面谈，在肯定成绩的同时，指出工作中的不足并加以改正。
绩效反馈是绩效管理过程中的一个重要组成部分，如果不将考核结果反馈给被考评对象，绩效考核将失去其重要的激励、奖惩和培训的功能。
因此，有效的绩效反馈对绩效管理的作用发挥有着十分重要的作用。
1.1绩效反馈可以促进评估结果的公正性绩效考核结果关系被考核者的切身利益，其公正性就成为大家关注的焦点。
绩效反馈可以通过程序让被考核者主动了解考核结果，通过有限的沟通来减少考核过程中的负面因素，促进绩效体系的完善。
1.2绩效反馈可以改善被考核者的绩效绩效考核的结果对于大多数被考核者而言只是结论化的信息，他不知道结论产生的过程和由来，这就需要通过绩效反馈，让考核者全面地介绍被考核者的绩效情况，指出存在的问题，并提出改进的建议和意见。
薪酬制度与员工激励问题研究论文
浙江大学远程教育学院本科生毕业论文题目薪酬制度与员工激励问题研究专业09秋人力资源管理学习中心芜湖中心姓名李沂学号709046312006 指导教师徐力2011年10月23日目录一、概论二、薪酬制度的内容及作用分析三、企业薪酬制度存在的普遍性问题三、改善企业薪酬制度的对策概述薪酬是企业对员工给企业所做的贡献(包括他们实现的绩效，付出的努力、时间、学识、技能、经验和创造)所付给的相应的回报和答谢）。
薪酬管理是企业人力资源管理的重要内容和最有效的管理方式，科学有效的薪酬激励机制能够让员工发挥出最佳的潜能，为企业创造更大的价值。
薪酬激励也是一种最重要的、最易运用的方法。
在员工的心目中，薪酬不仅仅是自己的劳动所得，它在一定程度上代表着员工自身的价值、代表企业对员工工作的认同，甚至还代表着员工个人能力和发展前景。
科学合理的企业薪酬制度对员工的工作态度、行为和绩效可以产生正面的影响。
（一）薪酬制度的内在要求一、公平性要求。
包含外部公平性、内部公平性和个人公平性三方面的内容。
外部公平性指同一行业或同一地区或同等规模的不同企业中类似职务的薪酬应该基本相同；内部公平性指同一企业中不同职务所获薪酬应正比于各自的贡献；个人公平性主要涉及同一企业中相同岗位的人所获薪酬的比较。
二、竞争性要求。
是指在社会上和人才市场上，企业的薪酬标准要有吸引力，要能够留得住人才，要能够制约竞争对手的人力资源战略三、激励性要求。
这是要在内部各类、各级职务的薪酬水平上，适当拉开差距，真正体现按贡献参与分配的原则。
需要注意的是报酬要与员工的努力和执行能力相结合、与风险权责相当、与所创造的价值对应、与个人绩效挂钩。
四、经济性要求。
提高员工的薪酬水平，一方面可提高竞争性和激励性，另一方面也会增加劳动力成本，从而最终增加产品和服务的价格。
因此，企业薪酬水平不能不受经济性的影响。
但是，企业在考察人力成本时，不能只看薪酬水平的高低，还要看员工的绩效水平。
大学毕业论文(薪酬管理)
中央广播电视大学毕业论文论文题目：浅谈江夏区民营企业薪酬管理存在问题及解决方法专业：行政管理班级:学生：学号：指导老师：时间：内容摘要及关键词内容摘要:薪酬是指员工向其所在单位提供所需要的劳动而获得的各种形式的补偿，是单位支付给员工的劳动报酬图书:薪酬管理方案设计与实施，薪酬包括经济性薪酬和非经济性薪酬两大类，经济性薪酬分为直接经济性薪酬和间接经济性薪酬。
薪酬管理对于企业人力资源管理十分重要,要解决用薪酬保证人力资源战略优势的问题,必须以系统的方法综合多个考虑因素，制定适宜的薪酬政策,来分析和设计企业薪酬管理体系.在任何企业中，薪酬都有着非常基础的作用。
薪酬与激励是全面满足员工需求的重要基础，激励机制对企业的经营管理有着十分重要的意义与难以估价的正向效应.不断强化激励机制已越来越被市场经济条件下的企业所认同和采用。
同时,薪酬作为劳动成本，在企业总成本中占有很大比重,它的增加会直接导致产品竞争力和盈利水平的下降。
因此，只有尽快完善激励机制,加强现代企业薪酬管理，才能充分挖掘员工的内在潜力,做到人尽其才，才尽其用。
才能使企业发展更上一个新的台阶。
关键词：民营企业薪酬管理存在问题解决方法目录※※内容提要及关键词 (1)一、薪酬的概念及分类 (2)（一)薪酬的概念 (2)（二）薪酬的分类 (2)二、江夏区民营企业薪酬管理存在主要问题 (2)（一）领导者缺乏薪酬管理理念 (2)（二）没有形成合理的薪酬制度 (2)（三)缺乏科学的薪资调整体系 (3)（四）绩效薪酬不能发挥应有的作用 (3)（五）对人力资本的作用缺乏正确认识 (3)（六）不注重内在薪酬和福利的作用 (3)三、提高民营企业薪酬管理水平的方法 (3)（一）领导者应高度重视企业薪酬管理 (3)（二）建立稳定性与灵活性有机统一的薪酬制度 (4)（三）建立科学有效的绩效薪酬体系 (4)(四)重视核心员工薪酬设计 (4)（五）重视内在薪酬和福利的作用 (5)(六）建立有效沟通机制 (5)四、结束语 (5)参考文献 (7)内容提要及关键词内容提要：薪酬是指员工向其所在单位提供所需要的劳动而获得的各种形式的补偿，是单位支付给员工的劳动报酬图书:薪酬管理方案设计与实施,薪酬包括经济性薪酬和非经济性薪酬两大类，经济性薪酬分为直接经济性薪酬和间接经济性薪酬。
现代企业薪酬管理论文
关于现代企业薪酬管理探究摘要：薪酬管理研究不仅是企业人力资源管理最重要的内容，而且是建立现代企业制度的重要组成部分。
企业薪酬设计的成功与否，直接影响到企业生产经营等日常活动，从而会影响到企业的发展和战略目标的实现。
本文通过分析和研究我国企业薪酬管理存在的问题，提出现代企业应建立科学的薪酬制度，以实现企业可持续发展。
关键词：人力资源管理薪酬管理激励企业的薪酬制度科学与否对企业发展有着巨大影响。
怎样建立科学合理的薪酬体系，如何发挥薪酬的最佳激励效果，吸引和留住人才，从而实现企业可持续发展，是企业人力资源管理的一项非常重要的工作。
但在长期的管理实践中，我国企业在薪酬管理方面的矛盾越来越突出，薪酬缺乏市场竞争力，薪酬结构不合理，其对员工的激励作用在逐渐弱化，负面作用不断增强，普遍存在“激励不足和约束不够，这种状况制约着企业生产力的发展。
如果不建立一套适合市场经济发展的有效的薪酬体系，势必造成人才流失，使企业在日趋激烈的市场竞争中失利。
一、目前我国企业薪酬管理存在的问题薪酬管理在我国是伴随着改革开放和建立市场经济的过程中从国外引进的，所谓薪酬管理，是指一个组织针对所有员工所提供的服务来确定他们应当得到的报酬总额以及报酬结构和报酬形式的一个过程。
在这个过程中，企业就薪酬水平、薪酬体系、薪酬结构、薪酬构成以及特殊员工群体的薪酬做出决策。
同时，作为一种持续的组织过程，企业还要持续不断地制定薪酬计划，拟定薪酬预算，就薪酬管理问题与员工进行沟通，同时对薪酬系统的有效性做出评价而后不断予以完善。
目前，我国企业薪酬管理主要存在以下问题：1.主要照搬西方企业薪酬管理理论与实践，未能很好地与中国国情相结合。
从我国目前企业薪酬管理的发展实际来看，薪酬制度体系不完善，未能把薪酬体系作为公司发展战略的有机组成部分，薪酬与员工的工作表现挂钩不科学，薪酬很难满足不同层次员工的需要。
2.薪酬结构不合理，过分强调货币工资我国大多数企业只对直接经济报酬，特别是货币工资很重视。
薪酬设计论文 外文文献
毕业论文材料：英文文献及译文课题名称：薪酬体系专业工商管理学生姓名班级 B 工商 072学号指导教师专业系主任完成日期二零一一年三月The Changing Pattern of Pay and BenefitsTudor, Thomas R, Trumble, Robert R Journal of Compensation & Benefits/May/2008Today, many companies still base their reward systems on the 1950s compensation model made popular during the brief period when U.S. companies dominated the world. With todays increasingly competitive environment, however, companies must look more closely at the cost-benefit of rewards, instead of just using them in an attempt to reduce employee dissatisfaction. Companies must provide short-term motivation and encourage employees to develop long-term skills that will aid the company. Most importantly, companies must also attract and retain high performers, instead of alienating them with pay systems that give everyone pay increases without regard to levels of performance. For example, such new compensation approaches may include skill-based pay, gainsharing plans, and flexible benefits systems.Traditional compensation approaches are still often modeled on the centralization-based organizational model, in which decisions were made at the top and management rigidly defined tasks. However, with global competition becoming an increasingly prominent issue, companies need reward systems that match their movement to decentralized structures. Larger numbers of companies are also becoming very aware that they cannot just pass additional compensation costs onto future customers. Today, our pay systems must move in step with the participative-management trend by becoming more flexible instead of remaining fixed. This adjustment involves many factors including shorter product life cycles, a need to be more flexible, a need for workers to continually gain additional skills, and for them to think more on the job.In today's most successful companies, employee rewards and benefits are increasingly incorporated into an organization's strategic planning. Why? The rationale is that employee compensation has a substantial impact on the long-term financial position of a firm. Compensation structures should consider an organization's strategic requirements and should match organizational goals. Compensation strategic planning should involve:consideration of the internal and external environment; and creation of an organization's compensation statement, compensation goals, and the development of compensation policies.Today, one strategic compensation trend is the use of pay incentives instead of the traditional, annual “everybody gets” pay increase. The rationale is to control costs and to more closely tie performance to compensation. We can group the changing pattern of compensation into two general areas: Pay Method Trends and Benefits Trends. Human Resources managers should familiarize themselves with these changing trends and determine the plan that is most suitable for their organization.PAY METHOD TRENDSThere are a number of pay methods available for use by employers, including general pay increases, cost-of-living increases, merit pay, bonuses, skill-based pay, competence-based pay, CEO compensation, gainsharing, and various types of incentive pay.General Pay IncreaseA general pay increase is a pay increase given to everyone in a company. It can be a lump-sum payment, but it is more likely to be a percentage increase in base salary. The employer's rationale for the pay increase may have been the result of a market survey, job evaluation, or just a profitable year. The trend, however, is for general increases to decline as pay-for-performance systems become increasingly dominant. In addition, giving everyone the same raise sometimes decreases morale because high-performing employees see poor performers getting the same reward.Cost-of-Living IncreaseCost-of-living increases are general pay increases triggered by a rise in an inflation-sensitive index, such as the consumer price index or the producer price index. As with general pay increases, the use of cost-of-living pay increases is decreasing among companies. The rationale for this decrease is that with lower inflation (thus little change in prices), incomes are more stable and the need for inflation adjustments is not as great as it was in the past. In addition, collective bargaining agreements are now less likely to include provisions for cost-of-living increases, so nonunion firms are not under as much pressure to provide them in an attempt to match union-negotiated compensation. Their decline can also be attributed to the fact that employers are moving away from pay systems that are nonperformance related.Merit PayMerit pay is another generic term in which pay incentives are given for overall job performance.²Some problems frequently encountered with merit pay plans include:∙the use of subjective criteria when measuring employee performance;∙ a lack of uniform standards for rating individual employees;∙differences among managers in how to make individual ratings.Merit pay was the first attempt by firms to create a pay-for-performance system. However, due to employer (and employee) dissatisfaction with merit pay plans, the trend is to eliminate them and instead use pay-for-performance plans that are more objective (such as bonus plans), and that use specific performance measuring criteria that aid in the performance appraisal process.³ This trend includes both the private and public sectors, because the merit pay system in the federal sector has also been inadequate.BonusA bonus is a generic term involving a type of pay-for-performance plan. Managers can give a bonus for individual or group performance, and for meeting objectives such as MBO (management by objectives). Researchers and practitioners have given these plans high marks for motivating employees, for creating loyalty, and for meeting performance objectives. In addition, bonuses reduce the turnover of high-performing employees and increase the turnover of low performers, who do not get bonuses. If the bonus system is well-designed, they also create internal equity. As such, bonus systems (pay-for-performance) are the current trend in compensation.Skill-Based PaySkill-based pay emphasizes a company's desire to increase the skills and knowledge of its workforce. It may involve classes, voluntary job rotation, or tests. Itsbenefits are many, including having trained people available to do a job if someone is absent. Skill-based pay also works well with quality circles because:∙it provides employees with a better understanding of the jobs their coworkers perform;∙it reduces resistance to restructuring or other needed changes;∙it leads to a more flexibleworkforce that can better adapt to new technologies or processes; and it encourages a learning environment.It does, however, require a large investment in training which can be expensive.Competence-Based PayCompetence-based pay (the grid system) is very new and does vary from plan-to-plan. The idea is not only to reward employees for how well they do a job, but for how they do the job. For example, a competence-based pay plan can be used to persuade workers to use the computers that are sitting on their desks, or to adapt to other changes that come along. The rationale behind a competence-based pay plan is to keep employee skills current.CEO CompensationThe compensation of CEOs (and other top executives) has also been changing, and now includes more pay incentives—such as stock options—to better link performance with compensation. Plans linking executive pay with performance may include stock options, cash bonuses, phantom stock, or deferred compensation, all of which are ways of making top management more accountable for company performance. Today, performance considerations are a larger part of executive compensation. The Securities and Exchange Commission also requires corporations to explain the rationale behind their executive compensation programs to shareholders.GainsharingGainsharing is a pay-for-performance plan in which “gains” are shared with employees for improvements in profitability or productivity.Gainsharing plans are designed to create a partnership with employees so that both management and labor are working toward the same goals and that both groups are benefiting from the results. Gainsharing is a growing trend, and it fits well with other trends, such as participatory management, worker empowerment, and teamwork. It is also being used in many service businesses, such as banking and insurance. Gainsharing encourages employee involvement and acceptance of change, and aligns employee goals with company goals.Five Types of Pay IncentivesWhile all pay incentives can be generically coined as “gainsharing,” we will briefly mention five types:1.ESOPs. Employee Stock Ownership Plans allow the sharing of gains throughdividends and any increase in the value of company stock. ESOPs do create ownership in the company for employees that may result in additional motivation, but they do not necessarily have a participative-management component.2.Profit-Sharing Plans. Profit-sharing plans allow employees to share in the revenuethey helped generate. This sharing can be either deferred or immediate. Some observers argue that associating rewards and performance is difficult if managersonly give rewards annually, and that perhaps employees should not share in the profits because they do not share in the risks. However, companies such as Lincoln Electric and Ford feel that profit sharing is a strong inducement to increase performance. The current rate of growth of these plans is significant. For best motivational results, companies should use a system that is based on some criteria that employees understand, instead of just an arbitrary amount. The advantage of profitsharing plans is that employers do not have to pay a large sum of money if the profit target is not met.3.Scanlon Plans. Scanlon plans allow employees to share in any savings in laborcost (using a ratio) that is due to their increased performance. The rationale for ScanIon plans is to help employees identify with and participate in the company.Employees participating in such plans may have access to suggestion programs, brainstorming sessions, or committees to solve production problems. The employer and the employees then share in the savings that result.4.Rucker Plans. Rucker plans allow employees to share in any improvement in theratio of employee costs to the valued added in manufacturing. This is the most complex gainsharing plan, because it deals with four variables: labor costs, sales value of production (changes in equipment, or work methods, for example), purchases of outside services such as subcontracting, or utilities, and purchases of outside materials, involving “inventory, theft, and so on”. Rucker plans are designed to give employees a stake in areas such as reducing labor costs, using raw materials, and outsourcing decisions. As such, everyone shares in the savings.5.Improshare Plans. Improshare plans allow employees to share in productivitygains that occur because of their efforts.[sup5] Following the Improshare approach, managers give bonuses when the actual hours for a specific amount of productivity are less than the standard that they created using a formula. The savings are split between the company and the workers, in a ratio such as 50⁄50. CHANGES IN BENEFIT PLANSChanges in benefit plans have occurred as a result of efforts to keep up with trends, to contain costs, and to meet government regulations. Employees often view benefits as an entitlement, and their cost—which has steadily increased—now averages 36 percent of total wages. The trend is to get the most out of benefits, while keeping costs down. For example, employers do not want to pay for any overlap of coverage, or to pay too much for coverage. As their costs continue to go up, employers are now starting to question how much employees value their benefits. For example:∙Do they support recruitment, motivate, and retain good employees?∙Do they support the strategic mission of the firm?∙Do proposed benefits support the company's retention goals and the demographics of potential recruits?∙Do they support the company culture or the culture the company now wants to promote? A movement now exists among employers for measuring benefit results and continuously evaluating benefits. A focus on Total Quality Management makes the internal employee the customer of HR departments who have the product of “benefits.” HR departments want to sa tisfy thecustomer, but are also benchmarking and quantifying each benefit. The strategic trend is to design benefits to make it easier to realize the corporate mission and to enhance the value of the benefits offered. Another major trend is offering flexible benefits where employees make benefit decisions to fit their lifestyles.401(k) PlansToday, 401 (k) plans are popular retirement vehicles because contributions are made on before-tax basis and investment earnings are tax deferred. They also address the trend of more mobile employees, who do not stay with a company for their entire working lives. With 401 (k) plans, employee accounts can be transferred to another company's plan or to an Individual Retirement Account. A company can also establish 401(k) plans without providing for employer matching contributions, so the only employer cost is for plan administration.Managed Care PlansManaged care plans, such as Preferred Provider Organizations (PPOs) and Health Maintenance Organizations (HMOs), are a growing benefit trend away from traditional medical insurance. These plans often include preventive maintenance features that attempt to treat illnesses earlier to avoid higher costs. Although they have disadvantages, they are designed to save benefit expenses. And, due to the of rising cost of health care, companies can no longer afford to write a blank check to cover their employees' health care costs. So, they are requiring employees to pick up a portion of these costs by shifting more of the premium burden to employees, and⁄or increasing deductibles.Prepaid Legal ServicesPrepaid legal services are new plans in which legal expenses are paid before the services are used. The growing number of lawsuits in this country has sparked demand for this type of benefit. A company may offer this benefit if it wants to protect its employees from the threat of litigation, so that their minds are on their work. Or, it may offer this benefit to keep up with its competitors who are offering such plans. At this point, it is too early to tell how popular prepaid legal services plans will be in the future, though it is possible that they will be offered as a flexible benefit option.Dependent-Care AssistanceDependent-care assistance is also a new benefit whose popularity is growing. Companies are beginning to recognize that in todays economy, both parents often work and that many workers are raising children in single-parent households. This benefit can help attract employees and reduce turnover because parents do not like to make changes if their child-care provider satisfies them. In addition to caring for children, many employees are responsible for the care of elderly parents or other relatives. Eldercare is a benefit that addresses this need, and allows employees to stay focused on work instead of worrying about their parents. Dependent care assistance is likely to be increasingly offered as an option in flexible benefit plans.Wellness ProgramsWellness programs are designed to reduce sick-leave and medical expenses. These programs may include exercise, nutrition, stress reduction classes, as well assmoking and substance abuse help. Why the popularity of wellness and counseling programs? Studies show that lifestyle and diet impact illness, and that counseling programs can help curtail other higher cost benefit usage.In linking benefits to a corporate strategy plan, employers want to:∙help employees to lower their health costs;∙reduce turnover of good employees; and∙increase productivity.A company's HR department can perform audits to make sure that a wellness program is a valued added benefit.Flexible Benefit PlansFlexible benefit plans are increasing in number because the needs of workers are more diverse today. The rationale behind these plans is to increase employee satisfaction, reduce turnover, and decrease expenses to employers. Flexible benefit plans can also help employees realize the value of their benefits. The cost to administer these plans may be higher than with standard benefit provision, but flexible benefit plans can save money by not providing a specific benefit to an employee who does not want it. Flexible benefit plans support workplace diversity and changing employee demographics by allowing employers to offer a variety of benefits to their workers.Frequently included in flexible benefit plans are salary reduction features that enable employees to divert pretax dollars into nontaxable benefit choices. If an employer needs to reduce costs because of low profits one year, it can lessen its contribution to benefits, but still allow employees to direct where they want their benefit dollars to go, instead of making across-the-board cuts in coverage.Flexible benefit plans also put a price on benefits, which helps makes employees aware of their actual cost—a fact often taken for granted. Flexible benefit plans help to equalize benefits provision because one employee may want a child-care benefit, but an older employee may want more life insurance coverage. These plans tend to have a positive impact on employees and are more cost-effective to employers.Flexible benefit plans also:∙reduce the entitlement mentality that has become associated •with the provision of many benefits;∙better associate benefits with direct compensation; and∙fit well with the trend of more employee involvement in company decision-making.Outplacement Benefit PlansOutplacement benefits plans provide support for terminated employees, and in turn show the remaining employees that the company is trying to be fair. Such plans may include office space, resume writing assistance, and employment counseling, among other benefits. These plans are designed to reduce termination litigation and to help maintain the morale of remaining employees.外文翻译：工资和福利的变化模式都铎，托马斯R，特朗布尔，罗伯特《薪酬与福利杂志》现在,很多公司还在以1950年代的补偿模型作为他们报酬系统的基础,这一模型曾经流行于美国公司称雄世界的短暂时期.然而现在随着行业环境竞争的愈加激烈，公司必须更加关注报酬的成本效益分析，而不是仅仅试图使用它来减小雇员的不满。
中小企业销售人员薪酬激励分析毕业论文
中小企业销售人员薪酬激励分析毕业论文薪酬激励是推动中小企业销售人员实现优秀销售绩效的一种重要手段，对于提高销售人员的积极性和工作动力有着至关重要的作用。
本文将以中小企业销售人员薪酬激励为主要研究对象，分析薪酬激励的意义和影响，并提出相应的优化策略。
首先，薪酬激励对中小企业销售人员的重要性不言而喻。
销售人员是企业的核心力量，他们的工作成果直接关系到企业的业绩和利润。
因此，为销售人员提供合理的薪酬激励，可以有效促进他们的工作积极性和竞争力，提高销售业绩和市场份额。
其次，薪酬激励可以对中小企业销售队伍进行优化。
通过设定合理的销售目标和相应的激励机制，可以引导销售人员朝着企业战略目标的方向努力。
同时，薪酬激励也可以对销售绩效进行评估，筛选和选拔出更加适合企业发展需要的销售人员，提升整个销售团队的质量和能力。
然而，在实施薪酬激励时也面临一些挑战。
首先，中小企业资源有限，对薪酬的投入往往难以与大型企业相比。
因此，中小企业在设计薪酬激励方案时需要考虑到成本效益，并灵活运用各种激励手段，如提供额外的奖金、奖励旅游等方式以替代高额的基本工资。
其次，中小企业销售人员的职业发展路径有限，晋升空间相对较小。
这也影响了薪酬激励的效果。
因此，中小企业应该结合员工的个人职业规划，提供更多的晋升机会和培训机会，以激发销售人员的潜力和动力。
针对以上问题，可以通过以下几个方面进行优化。
首先，根据销售岗位的特点，建立合理的薪酬体系。
该体系应包括基本工资、业绩奖金和福利待遇三部分，以激发销售人员的工作热情。
其次，将薪酬激励与个人能力和绩效挂钩，强调业绩导向。
销售人员应该根据实际销售业绩来调整薪酬水平，并设定明确的销售目标来引导销售人员的努力。
再次，建立良好的工作氛围和团队合作精神，以激发销售人员的主观能动性。
通过组织培训、举办团队活动等方式，增强销售团队的凝聚力和向心力。
最后，关注销售人员的职业发展，提供晋升机会和培训机会。
企业可以设立内部晋升通道，提供定期的培训和职业规划指导，以激励销售人员更好地发展自己的事业。
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对企业薪酬体系设计研究毕业论文目录一、引言 (1)二、国外薪酬理论研究综述 (1)（一）薪酬体系理论概述 (1)（二）薪酬体系设计的理论基础 (2)三、设计薪酬体系的原则和基本目标 (4)（一）薪酬体系设计的原则 (4)（二）薪酬体系设计的基本目标 (5)四、某企业薪酬体系现状及分析 (6)（一）某企业现状 (6)1、企业简介 (6)2、企业组织结构 (7)3、企业战略目标 (7)（二）某企业人力资源现状 (8)1、人员构成 (8)2、年龄构成 (8)3、工龄构成 (9)4、学历构成 (10)（三）某企业薪酬体系现状 (11)1、薪酬管理现状 (11)2、薪酬构成现状 (11)3、薪酬现状调查 (13)（四）某企业现有薪酬体系存在的问题 (16)1、缺乏岗位评价 (16)2、薪酬分配制度不合理 (17)3、薪酬构成设计不足 (18)五、某企业薪酬体系设计 (19)（一）薪酬体系设计的流程图 (19)（二）薪酬体系设计的主要过程及方法 (20)1、明确企业经营战略与人力资源战略 (20)2、工作分析 (21)3、岗位评价 (22)4、薪酬调查 (24)5、薪酬策略 (25)6、薪酬构成 (25)（三）新方案的实施步骤 (32)六、结论 (33)参考文献 (34)致谢 (37)附录一：某企业薪酬状况调查问卷 (38)一、引言在自由竞争市场经济条件下，引发了经营市场竞争白热化，产品价格战，企业间的竞争日益激烈，国各中小企业的生存与发展面临着巨大的挑战。
企业间的竞争是人才的竞争，人力资本是企业发展的关键力量，如何吸引人才、留住人才和激励人才是企业人力资源管理的核心问题。
伴随着人才竞争日益激烈，由此便加重了企业人力资源管理方面的一系列压力，薪酬管理首当其冲，薪酬问题已成为约束企业发展的桎梏。
企业持续发展的一个重要秘诀就是建立起合理有效的薪酬管理体系，从根本上保证人力资源的竞争优势，并将之转变为市场竞争的优势。
传统的薪酬结构和薪酬战略正在受到挑战，现代企业薪酬管理就是要求企业能恰当处理利润积累和薪酬分配的关系；建立客观、公正、公平、公开的薪酬系统；用科学合理的薪酬制度更好地激励员工。
因此本文将以某企业为例，结合企业薪酬体系的现状，从企业的战略、工作分析、岗位评价、薪酬策略制定、薪酬结构设计和薪酬制度的执行控制调整等几个方面来探讨当前企业薪酬体系的设计。
二、国外薪酬理论研究综述（一）薪酬体系理论概述薪酬是员工向其所在单位提供劳动而获得的所有直接的和间接的经济收入。
直接薪酬包括基本薪酬、奖金、津贴、加班工资、佣金、利润分红等；间接薪酬包括社会保险、带薪休假、住房资助等。
薪酬不能等同于工资和报酬。
概括来说，薪酬制度包括五大容：岗位工资、年终奖、人力资本持股、职务消费及福利补贴。
岗位工资只是薪酬中的一部分，它是指根据工作岗位的特点及其重要性决定企业部不同工作的报酬。
年终奖是本着责权利对称的原则，对在年终超额完成工作任务的部分给予的奖励。
人力资本持股主要指期权和股权，它强调差别，区别于以社会保障为目的的员工持股。
职务消费指由职务引发的消费，应计入薪酬制度中。
对员工的福利补贴，通常表现是为特殊人才购买种类齐全的各种保险。
现实中一些企业在进行薪酬体系设计时，常常把薪酬与工资、报酬概念混为一谈，这样将影响企业的发展。
我认为，有必要准确区别薪酬与工资、报酬的概念。
工资是指员工从事企业所需要的劳动而得到的以货币形式得回报，是企业直接支付给员工的劳动报酬，它是保证社会再生产得以进行的必要条件，是按劳分配主体原则的重要体现。
工资不能等同于薪酬，在现代企业的分配制度中，对人力资源（企业中任何一名员工）实行的是工资制，对人力资本（企业中的技术创新者和职业经理人）实行的是薪酬制。
报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。
非经济类报酬是员工获得的成就感、满足感或良好的工作气氛等。
报酬和薪酬是不同的两个概念，报酬是从个人所获收益的角度而言，强调权力；而薪酬则强调权责对等。
（二）薪酬体系设计的理论基础马斯洛把人的需要分为生理需要、安全需要、社交需要、尊重需要和自我实现的需要五个层次。
他认为人在不同的时期表现出来的对各种需要的迫切程度是不同的，人的最迫切的需要才是激励人行动的主要原因和动力。
弗隆的期望理论认为某一活动对某人的激发力量取决于他所能得到结果的全部预期价值乘以他认为达成该结果的期望概率。
在进行激励时要处理好努力与绩效的关系、绩效与奖励的关系、奖励与满足个人需要的关系。
强化激励理论认为在行为的结果有利于个人时，行为会重复出现，心理学称之为强化。
奖励和惩罚都有激励作用，但应以正激励为主，负激励为辅，才会收到更好的效果。
企业要发展就离不开激励，在激励的运用过程中，往往只注重正激励而忽视了负激励，导致员工偷懒和激励贬值，正确有效的实施负激励有助于企业的效率管理，企业应正确运用负激励，以达到企业发展和职工利益双赢的局面。
企业运用负激励的执行策略要做到以下几点：目标明确，赏罚分明；正激励与负激励相结合；负激励执行的尺度和力度适当；负激励的执行必须有针对性，有的放矢；与人本激励相结合；建立负激励监督体系约束机制。
（聂彩仁，2009）在经济高速发展的形势下，企业通过制定并采用有效的员工精神方法，才能吸引人才、留住人才、充分发挥员工的工作积极性和创造性，给企业注入新的活力，使企业立于不败之地。
对企业精神激励机制建设提出了如下几点建议：注重与员工沟通；建立企业部良好的竞争机制和公平的精神激励机制；提高员工忠诚度；富有激情的企业文化激励；为员工创造满意的工作岗位，制定明确的发展计划，设置清晰地、奋斗可及的事业前景；参与决策与员工授权激励；荣誉激励。
（晓霞、念红忠，2009）股票期权激励作为一种激励方式的主要优点是：薪酬价值与股价挂钩，有利于被授予者与股东形成共同的利益和价值偏好：具有长期激励作用，有鼓励被授予者在企业长期工作的“金手铐”作用，有利于发挥资历市场对企业及其经营者的监督，激励和约束作用。
（中国企业经营者激励约束机制及有关政策研究课题组，2002）三、设计薪酬体系的原则和基本目标（一）薪酬体系设计的原则企业薪酬体系设计要遵守国家法律、法规和政策规定，对公平合理，体现激励作用，对外具有一定的竞争力，通过建立科学合理的薪酬制度，来调动员工的积极性和提高员工的绩效，进而提高整个企业的绩效，充分实现企业的经营目标。
因而薪酬体系的设计必须坚持如下的原则：第一，合法性原则。
合法是所有企业制定任何制度需要遵循的最基本原则，薪酬制度的设计也不外如此，比如国家有关最低工资的规定、加班加点工资支付规定、员工福利及工作保险的规定等都是企业制定薪酬制度的依据。
第二，战略导向原则。
企业的薪酬不仅仅是一种制度，更是一种机制。
应该将薪酬体系构建与企业发展战略有机结合起来，使薪酬在实现企业发展战略方面发挥重要作用。
第三，公平性原则。
企业薪酬的公平性应体现在个人公平、部公平和外部公平三个方面，公平是种感觉和认知，不同的人对其他人和自己有不同的认知，从某种角度来看，员工认为不公平是正常现象，如果大家都认为公平，往往意味着绝对的不公平，因此企业追求的应该是相对公平。
第四，外部竞争性原则。
高薪收入对优秀人才具有不可替代的吸引力，因此若要保留和吸引优秀人才，企业薪酬水平应该具有一定的竞争力。
企业在进行薪酬设计时，必须考虑区域薪酬水平、同行业薪酬水平以及竞争对手的薪酬水平，同时结合企业的市场地位、人力资源储备以及企业盈利情况，综合确定薪酬水平。
第五，经济性原则。
薪酬设计必须充分考虑企业自身发展特点以及支付能力，平衡股东和员工利益的关系，平衡企业的短期和长期发展。
薪酬设计要进行人工成本测算，将人工成本控制在一个合理围，第六，激励有效性原则。
薪酬设计时设计不同的薪酬级别，对工作积极负责、业务水平高的员工可以适当提高酬级，而对于业绩差却不思进取的员工可以通过降低酬级的办法给予警告，或者增加薪酬结构中可变薪酬的比例，这样就为员工提供了充分的发展空间，达到通过薪酬激励员工的目的。
（二）薪酬体系设计的基本目标薪酬是企业必须付出的人力成本，也是企业吸引和保留人才的重要手段之一。
在现代人力资源管理中，科学有效的薪酬体系已经成为员工职业行为的推动力，成为企业的一种无形资产。
目前来说，我国的大部分企业都面临着国际竞争的巨大压力，在实施裁员分流以后，应当重新审视我们的薪酬构架，把“留人”作为薪酬战略的重点。
为此，薪酬体系构建的基本目标应定位在以下四点：第一，吸引和保留企业核心员工；第二，激励员工，调动员工的工作积极性；第三，激发出员工的潜力，服务企业，达到企业和员工双赢；第四，薪酬体系对公平，对外具有一定的竞争力。
四、某企业薪酬体系现状及分析（一）某企业现状1、企业简介该企业位于长三角腹地——，占地约20000平米，建筑面积18000多平米，现有员工近300人，是集科研、设计、制造、营销、智能化于一体的综合性企业。
经过十多年的发展，企业依托国际化的管理经营理念，专业化的研发设计，规模化的生产物流，现已发展成一家品牌运作的现代化企业。
企业主导品牌引进了国际的先进理念、采用了全球最先进的技术、保持与全球同步的企划设计能力，汇集了西方吊顶的时尚与新潮，又结合了东方吊顶的典雅与柔美，给传统的东方吊顶带来了一种集成吊顶新概念。
经典的风格、时尚的设计、精湛的工艺，完美演绎品牌高雅、时尚、简洁风格的生活理念。
企业特别注重产品研发和品质管理体系的建立，严格按照ISO9001:2008体系进行管理，拥有行业最先进的生产设备及最完善的产品开发与检验检测仪器，现已有3大实验室及100多台检测仪，而且随着覆膜与拉丝铝板生产线的正式投产，设计年产能将达到70万平方米。
并保证了产品的差异化、工艺水平的精细化和产品品质的完美化。
在实现自我供给与本地规模以上企业配套的同时，积极拓展传统铝天花市场及海外市场。
企业目前已成为世界最大的集成吊顶生产基地之一。
为了不断地创新及超越，企业在大力引进高技术人才的同时还与大学、上海交通大学、理工大学等多个科研院校建立广泛的合作交流。
如今，企业有强大的研发团队，外有科研院校的外脑支持，已经形成了一套完备的产学研相结合的产品开发体系，不仅能保证产品在市场竞争力，而且奠定了在未来市场博弈领先的基础。
企业单独成立开发部门,积极引进技术开发人才、添置各项新产品开发所需的产品性能检验、检测设备,进一步提升部的开发速度和开发能力。
2、企业组织结构通过近十年的创业与发展，为适应市场的不断变化，企业经历了几次变革，组织架构也发生了巨大的变化。
（见图1）图1 企业组织结构图3、企业战略目标企业秉承“诚信双赢”和“长期战略合作”的营销理念，追求长期可持续发展。