薪酬体系健全与否决定着对员工的激励效果,也影响到一个企业的人力成本支出及其它
很多各个方面;另一方面,薪酬对员工的激励效果同时受到企业多种因素的影响。因此
各个企业需要根据自身的特点,选择适合本企业的薪酬体系,并随着自身的发展变化而
不断进行调整和优化

21世纪以来,随着我国民航业的快速发展,民航机场业取得大规模增长和扩展,机
场非航空性业务逐步发展成为一种依托机场主业、相对独立而面临全面市场竞争的产业
——机场非航空性产业;以经营非航空性业务的经营性公司逐渐脱离机场母公司,成为
独立的专业化公司。但是,新剥离出来的非航空业务企业往往套用母公司——机场集团
的管理体系,当然也包括薪酬体系。在以经营为主、应对竞争市场面前,这些旧的薪酬
体系缺乏生机和活力,严重影响这些新生企业的发展壮大

本文运用薪酬与激励相关理论和工具,通过对GX空港实业公司进行资料分析、调
查以及与企业内员工沟通,确认公司现行薪酬体系的特点和存在的问题,并以此为基础
进行岗位分析、岗位评价、薪酬调查、薪酬定位,确定薪酬结构和薪酬水平,在原有薪
酬体系的基础上优化出一套全新的具有科学性、合理性和实用性的薪酬体系。同时,探
讨新旧薪酬体系过渡衔接的可操作性问题,即确定优化方案实施阶段的原则、方法和实
操技巧,以及对方案实施进行控制与评价,适时调整,以确保达到薪酬体系优化的效果
——充分发挥薪酬的激励作用,吸引并留住人才,激发员工的积极性与创造性,增强企
业的核心竞争力,最终实现企业和员工的共赢,促进非航产业企业健康、快速、持续发
展

关键词:非航产业薪酬体系优化方案
ABSTRACT
The core of the modern enterprise management is human resource
management, and in the human resources management system, salary system is
the most powerful tool to attract, motivate, develop and retain talent. The salary
system not only impact on employees, but also affect the cost of enterprises and
many other factors. At the same time, salary's incentive effect on employees of
is also influenced by many factors of the enterprise, so each enterprise should
choose the appropriate salary system according to its own characteristics, and
constantly optimize with the change and development.
Since twenty-first Century, with the rapid development of China's aviation
industry, the civil aviation airport business obtain the continuous growth and
expansion, and the airport's non- aeronautical business gradually developed into
a professional, independent but facing the ftill market competition industry ~
airport non-aeronautical industry. At the same time, some companies with
non-aviation business separate from their parent companiesairport
management group componies, and become a professional company. But the
new non-aviation business enterprises often apply the parent company's
management system, including the compensation system.But for a
professional company operating in competition market, this compensation
system is lack of vigor and vitality, and has seriously affected the development
of conpanny.
This article, taking GX Airport Industrial Company as an example, through
data analysis, investigation and communication with the company's employee,
confirm the characteristics and the existing problems of the current
compensation system, and use it as the basis for job analysis, job evaluation,
n
salary survey and salary orientation, determine the salary structure and salary
level.And optimize a scientific, reasonable and practical salary system based on
the original compensation system. At the same time, explore operational ways to
transit from the old compensation system transition to the new salary system,
namely, to determine the principle, method and practical skil in stage of
implementation, as well as how to control,evaluat and timely adjust. To ensure
the effect of the new compensation system ~ give full play to the role of
incentive pay, attract and retain talent, inspire a positive and creativity of
employees, enhance the core competitiveness of enterprises, realize the
enterprise and employee benefit, and promote a healthy, rapid and sustained
development for non-aviation compony.
KEYWORDS: non-aviation industry, salary system,optimization