本文主要以职位评价相关理论及相关激励理论为引导,运用文献综述法、问卷调查、
访谈等方式,结合环欧公司实际工作情况,对环欧公司管理部门职位评价工作情况进行
了较为深入的调查,找出了环欧公司管理部门职位评价工作存在的主要问题,包括缺乏
科学的评价依据、没有建立系统的评价体系、评价流程设计不合理等等。并针对管理部
门职位评价工作存在的问题,对环欧公司管理部门的职位评价工作改进方案进行了设计,
主要包括评价方法、评价指标及权重、评价实施流程等,同时还对职位评价的实施提出
了保证性措施及预期效果分析。希望能够对环欧公司管理部门建立合理的职位评价体系,
提升职位评价的科学性、适用性及应用性,完善职位评价工作具有一定的指导意义和参
考价值,也希望对其他企业具有一定的参考意义
关键词:管理部门职位评价改进方案 Abstract
j\t present, the master management model of enterprise human resources management
has gradually changed from management to development, and the staff is considered as an
important resource for enterprises, what&39;s more, the enterprises pay more attention to the
partnership between employees and pay more attention to the staff of human management,
and attach importance to the satisfaction and the sense of accomplishment from employees.
As an important way to objectively reflect the relative value of the position in the enterprise,
position evaluation is followed and applied by more and more enterprises. The evaluation of
the job value of the employees is no longer considered by experience, and it needs to be more
scientific and quantifiable. Position evaluation is basised on the analysis of qualifications and
work content, and through selecting the job evaluation methods, and settings the evaluation
indicators and weight to set up job evaluation system. Finally , it is in order to be able to
effectively measure the relative value of each position in the internal value chain. The
evaluation of job can help enterprises to solve the problem of internal fairness of salary,
which can bring the job satisfaction to the staff, and help to improve the enthusiasm and
efficiency of the staff and help us to form a good corporate culture atmosphere. At the same
time, carrying out the work of job evaluation can also help to improve the job responsibilities
and job competency requirements, and improve the job description. By this work, employees
will also clear the job responsibilities and requirements, and give full play to the individual
capacity. More importantly, it will achieve a sense of employee access, and enhance the level
of enterprise human resource management, at the same time, it will help to achieve the
long-term strategic development of enterprises.
In this paper, based on the actual situation of the Huanou company, and based on the
theory of job evaluation and incentive theory, this paper studies the improve proposals of job
evaluation in Huanou company, by the methods as the literature review methods questionnaire
survey and interview and so on. At the present stage, the master job evaluation method is by
experience, and there is no evaluation method suitable for Huanou company. Whafs more,
there is lack of job evaluation system. The current job evaluation method cannot reasonably
identify the relative value of the management positions, which has caused the low enthusiasm of the staff in work. And there is a complaint about the fairness of the salary and other issues.
Therefore, in view of the problems existing in the evaluation of the position of the Company&39;s
management, the evaluation scheme of the management evaluation of the management
department is mainly designed, including the evaluation method, the evaluation index and the
weight, the evaluation implementation process, and the implementation of the job evaluation.
Guaranteed measures and expected effect analysis, and hope to establish a reasonable position
evaluation system for the management department of Huanou company, and it also has certain
guiding significance and reference value to improve the job evaluation work. At the same
time, I also hope to have some reference significance for other enterprises.
Key words: administrative department post evaluation improvement project 目录
n-M 1
1.1研宄背景及意义1.1.1研究背景1.1. 2研宄意义1.2国内、外研宄现状1.2.1国外研究现状1.2.2国内研究现状1.3研究的方法与思路1.3. 1研究的方法1.3. 2研宄的思路第二章研究的理论基础2.1职位评价相关理论2.1.1职位评价的含义及特点2.1.2职位评价的意义2. 1. 3职位评价的原则2. 1.4职位评价的方法2. 1. 5工作分析理论2.2相关激励理论2. 2.1公平理论2. 2. 2期望理论2. 2. 3需求层次理论第三章环欧公司管理部门的职位评价工作现状分析3.1环欧公司简介3.1.1公司的基本情况3.1.2公司的组织结构设置3. 2管理部门岗位职位评价工作现状3.2. 1管理部门职位设置3.2. 2管理部门职位评价工作现状3.3管理部门对现有职位评价工作的满意度调查
21
3. 3.1调查问卷的设计、发放与收回
21
3.3.2问卷调查结果的整理
21 3. 3. 3调查结果的分析
35
第四章环欧公司管理部门职位评价工作改进方案设计
37
4. 1方案设计的总体思路、依据和原则
37
4. 1.1方案设计的总体思路
37
4. 1. 2职位评价主要依据
37
4. 1.3方案设计的原则
37
4. 2方案设计的内容
38
4. 2.1评价方法的选择
38
4. 2. 2评价指标体系的设计
39
4. 2. 3实施流程的设计
46
第五章方案实施的保证措施和预期效果分析
47
5.1改进方案实施的保证措施
47
5.1. 1组织保证
47
5.1. 2方案的宣讲
48
5.1.3评价小组人员培训
49
5.1. 4相关人力资源工作的完善
50
5.2预期效果的分析
51
5. 2. 1对于企业的预期效果
51
5. 2. 2对于员工的预期效果
52
^ 53
嫌 55
附录1 58
b: m 62
个人简历及在学期间主要学术研宄成果
63 第一章绪论
1.1研究背景及意义
1.1.1研究背景
目前,企业人力资源管理己经逐步从以管理为主变为以开发为主的管理模
式,将员工作为企业的重要资源,更加注重与员工之间建立合作伙伴关系,更
加注重对员工的人性化管理,重视员工的满足感与获得感。职位评价作为人力
资源管理的一项重要专业性基础工作,它是能够客观反映职位在企业内相对价
值的重要方法,员工所从事岗位的职位价值评价不再是凭经验设想,需要更具
量化性和科学性,成功开展职位评价的公司,对于提升企业人力资源管理水平,
提高员工满意度等都起到了十分重要的作用,也被越来越多的企业所关注和应
用。职位评价可以在对任职资格、工作内容等进行工作分析的基础上,通过评
价方法的选择、评价指标的选取、指标权重的设定等建立职位评价体系,以便
能够更有效的衡量企业内部价值链条中各个职位的相对价值。职位评价工作的
开展,能够帮助企业有效解决薪酬内部公平性问题,能够使内部薪酬体系的公
平性、科学性和一致性有所提升。员工的工作态度及效率源于对工作的满足感,
进而有利于企业形成良好的文化氛围。同时,开展职位评价工作还能进一步完
善岗位描述与胜任力要求,使员工清晰岗位要求,充分发挥员工个人能力,在
实现员工获得感的同时,还有利于提升企业的人岗匹配度,提升企业人力资源
管理水平,实现企业的长远战略发展
环欧公司是一家中小型高新技术企业,近年来企业经营规模不断扩展,公
司业绩稳步提升,企业的发展对人力资源管理提出了更高的要求,人力资源管
理的各项工作也在不断地加
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