伴随着经济的全球化飞速发展，企业之间的竞争也日趋激烈，在这样的大背景 下，企业要依靠什么在竞争中获得主动权并最终取胜呢，本文认为人力资源作为核心 资源，是企业在竞争中取胜的关键之一。在人力资源的开发和管理中，薪酬已成为 有效激发员工积极性和创造性的重要手段之一。企业可以通过薪酬来向员工及外界 有效传递企业的经营理念，通过薪酬来激发员工工作积极性、留住优秀员工，吸引 外部优秀人才，提高企业劳动生产效率。 随着 A 企业的深入发展，初创期照搬的母公司的传统的薪酬管理体系已无法适 应现阶段企业的发展。薪酬体系结构不合理、激励性不足等问题日益突显，严重制 约了企业的发展。因此，本文运用全面薪酬理论、公平理论和需要层次理论，以 A 日资化工企业的薪酬体系作为研究对象，采用了多种研究方法，如文献梳理法、问卷 调查法、比较分析法等，在全面分析 A 企业现行薪酬体系的基础上，概括了当前企 业薪酬体系中存在的主要问题，并对问题的深层次原因进行了剖析，在分析问题的 基础上结合企业所属行业特征、发展阶段、市场竞争、公司的发展目标和战略、企 业运营的实际情况等，提出了解决方法——优化现行薪酬体系。最后，为了确保优 化方案能在 A 公司有效贯彻实施，落实必要的保障措施是必不可少的。 本文主要的分析结构为， （1）首先，本文进行了概念的梳理和分析，本文所分析研究的薪酬指全面薪酬， 是一个相对广义的概念。有效的薪酬设置应该是不仅能让员工体会到公平性，具有 竞争力，能激励到员工，还能促进企业的战略发展。因此，薪酬被作为一个非常有 效的管理手段，在企业管理中被广泛地运用。在本文的分析中，通过翻阅国内外相 关文献，在对理论有了一定的认识后，对 A 公司的薪酬体系展开研究，调查分析该 公司当前的薪酬体系。 （2）通过调查分析，发现 A 公司当前所实施的薪酬体系存在以下几个主要问题， 第一是薪酬体系在新的发展阶段缺乏内部公平性；第二是当前的薪酬体系从薪酬水 平上看缺乏市场竞争力；第三是薪酬结构的设置存在一定的不合理因素；总之，现 行薪酬体系很难适应 A 公司的飞速发展。 （3）在对 A 公司当前的薪酬体系有了全面的认识之后，根据优化理念，提出了III 薪酬体系的具体优化方案。现代薪酬体系构建，需要遵循公平性、竞争性、激励性、 经济性、合法性、对战略的支持性这六大原则。由于薪酬体系与岗位职责有着密切 的关系，因此，要充分的考虑对企业内部的岗位职责作分析，将 A 公司的岗位划分 为三大类，管理岗位、职员岗位、技能岗位。对每一类岗位进行内部等级的细分， 再赋予薪酬系数，此外，提高薪酬与绩效和能力提升之间的关联度，以保证激励效 果的发挥。另外，切实落实薪酬体系优化方案，还需要从多方面着手推进保障措施， 为优化方案的实施保驾护航。 通过对本文的研究，希望能在薪酬体系的构建、优化、管理方面，为具有同样困 扰的企业提供相应的参考和借鉴。 关键词，全面薪酬理论；公平理论；激励理论；薪酬体系优化IV Abstract With the rapid development of economic globalization, the competition among enterprises is becoming increasingly fierce. Under such a background, how can an enterprise gain initiative in the competition and ultimately win is a big issue. This paper considers human resources as the core resource and is one of the keys to winning in the competition. In the development and management of human resources, compensation has become one of the important means to effectively motivate employees' enthusiasm and creativity. Enterprises can effectively transfer the business philosophy of employees through compensation, and motivate employees to work enthusiasm, retain excellent employees, attract external talents, and improve labor productivity. With the in-depth development of the A company, the traditional salary management system of the parent company cannot align with the development of the current stage of the enterprise. Issues include unreasonable salary structure and insufficient incentives have become increasingly prominent, which has seriously restricted the development of enterprises. Therefore, this paper takes Japanese chemical company A as research object, uses comprehensive compensation theory, fairness theory and needs level theory, and adopts various research methods, such as literature combing method, questionnaire survey method, comparative analysis method, etc. On the basis of comprehensively diagnosing the current compensation system, it summarizes the main problems, and analyzes the deep-seated causes of the problem. On the basis of analyzing the problems, it combines the industry characteristics, development stage and market of the enterprise, the company's development goals and strategies, the actual situation of business operations, etc., proposed a solution - optimize the current compensation system. Finally, in order to ensure that the optimization plan can be effectively implemented in Company A, it is essential to implement the necessary safeguard measures. The main analysis structure of this paper is: (1) First of all, this paper carries out the combing and analysis of the concept. The salary analyzed in this paper refers to the comprehensive salary, which is a relatively broadV concept. Effective salary setting can enable employees to experience fairness, competitiveness, motivate employees, and also promote the strategic development of the company. Therefore, compensation management is used as a very effective tool and is widely used in business management. In the analysis of this paper, after reading the relevant literatures and having a certain understanding of the theory, the investigation and analysis on the compensation structure of Company A is carried out. (2) Through investigation and analysis, it is found that the current compensation system implemented by Company A has the following main problems: First, the compensation system lacks internal fairness in the new development stage; second, the current compensation system lack of competitiveness in market; thirdly, there are certain unreasonable factors in the setting of compensation structure. In short, the current compensation system cannot align with the rapid development of Company A. (3) After having a comprehensive understanding of Company A's current compensation system, a specific optimization plan for the compensation system was proposed. The construction of modern compensation system needs to follow the six principles of fairness, competitiveness, incentive, economy, legitimacy and support for strategy. Since the salary system has a close relationship with the job responsibilities, it is necessary to fully consider the analysis of the job responsibilities within the company, and divide the positions of Company A into three categories: management, staff, and technic. Internal grades are subdivided for each type of position, and the compensation coefficient is given. In addition, the correlation between compensation and performance and ability improvement is improved to ensure the effectiveness of incentives. In addition, to effectively implement the compensation system optimization plan, it is necessary to promote safeguard measures from various aspects to ensure the implementation of the optimization plan. Through the research of this paper, I hope to provide corresponding advice and reference for the enterprises with the same problems in the construction, optimization and management of the compensation system.VI Keywords，Full Compensation Theory; Fairness Theory; Incentive Theory; Compensation System Optimization目录 致谢....................................................................................................................................................I 摘要..................................................................................................................................................II Abstract............................................................................................................................................IV 第 1 章 绪论....................................................................................................................................1 1.1 选题背景及研究意义 ........................................................................................................1 1.1.1 选题背景.......................................................................................................................1 1.1.2 研究意义.........................................................................................