伴随着经济全球化的脚步,人才的竞争也成为企业之间竞争的重要形式之 一,而人力资源正是保持企业持久竞争优势的重要来源。 薪酬从古至今都是一个复杂而又敏感的话题。薪酬在员工的心目中已经从最 初的支付给某些特定位置工资的观点转变为目前公认的薪酬是对工人在自己的 组织所做贡献的激励。因此,也只有既可使员工提高效率而积极地工作,也可使 劳动成本保持在被一个接受的水平的薪酬计划才算是一项好的薪酬计划 本文对青海油田社区管理中心的薪酬体系进行调研,运用问卷调查等方法, 分析了青海油田社区管理中心薪酬体系的现状和存在的问题,将薪酬理论和激励 理论引入到青海油田社区管理中心的薪酬体系改进方案当中,提出了该中心薪酬 体系的改进目标和原则,以及改进方案的总体思路,通过岗位评价确定了基本工 资,通过对薪酬结构的比例分配确定该中心成员的工资机构比例,以达到公平性 和激励性的目的,最后对薪酬体系改进方案的实施保障机制进行了简单探讨。 研究青海油田社区管理中心的薪酬水平,对薪酬体系进行重新设计与改进, 对于青海油田职工队伍的稳定,对于青海油田的和谐发展有着极为重要的意义。 关键词:青海油田社区管理中心,薪酬,薪酬体系,改进方案 MBA学位报告作者:张银來 青海油m社区管理中心薪酬体系的改进方案 ABSTRACT Enter twenty-first Century, the outer environment of enterprise is changing more and more quickly. A lot of enterprises management researchers and practitioners have formed such an idea: in the new competitive environment, the uncertainty of enterprises are facing the main features. So the enterprise how to deal with the uncertainty as to the competitive environmentBoth theory and enterprise practitioners are invariably turn their attention to human resources. The human resource of enterprises is an important source of sustained competitive advantage. However, if the lack of appropriate compensation mechanism, so the enterprise is unable to rival the quality of human resources and human resources use efficiency than the competitors. The salary is a complex and sensitive topic. In their minds, it is never simply pay payroll money amount, it represents the identity, status and in the company's performance, and even personal ability, character, development prospects. A bonus is passed to the staff of such a message: the management that what is important, and what kind of behavior is encouraged. Salary is paid to a particular position from the views into compensation to employees contribution award. Therefore, employees are engaged in the work of the staff of material rewards, but also on the staff ’s contribution award. Employee salary not only with employees working ability, work performance is closely related to, and labor market and market price are closely related. Therefore, a good salary plan can make the employees to improve the efficiency of work, also can make the labor costs remain at an acceptable level. In human resources management, the salary management has been one of the most important work. With the Dunhuang city compared to oil industry from all walks of life, the pay level is obviously far higher than the local market, so the possibility of outflow of unique, and relatively oil field in sixty level two level unit personnel flow also presents the unidirectional flow trend. Newly graduated students are assigned to 98% in Qaidam Basin, and the basin over the age of 40 and then make every attempt to base to Dunhuang. Community management center under the Qinghai Oilfield Company is the placement of frontline staff of cost unit, this paper studies Qinghai Oilfield Community Management Center pay levels, to the salary system redesign and improvement for Qinghai oil field, the stability of worker team, for the harmonious development of Qinghai oil field has a very important significance, at the same time as Qinghai Oilfield Community Management Center Qinghai oilfield Dunhuang oil base so that an independent mining management unit,to study it for other domestic petroleum industry independent mining management unit also may have a certain significance. Key words: Qinghai oilfield Community Management Center, Salary,the Salary system,improvement program II MBA学位报告作者:张银来 青海油田社区管理中心薪酬体系的改进方案 目录 ^ * - * - 1 一、m g 1 (一)研究目的和意义 1 (二)研究内容 2 (三)研究思路 2 (-)薪酬理论 4 (二)激励理论 5 三、青海油田社区管理中心薪酬体系问题诊断与分析 9 (一)青海油田公司概况 9 (二)青海油田社区管理中心概况 9 (三)青海油田社区管理中心组织机构及人员构成 10 (四)青海油田社区管理中心现有薪酬状况分析 13 (五)青海油田社区管理中心薪酬体系问题诊断与分析 14 四、青海油田社区管理中心薪酬体系改进方案设计 24 (一)改进目标与原则 24 (二)改进方案的总体架构 24 (三)岗位评价 25 (四)各类岗位的薪酬体系改进设计 27 (五)奖金和福利的薪酬改进设计 31 五、青海油田社区管理中心薪酬体系改进方案的实施保障措施..33 (一)巩固原有市场 33 (二)配套制度跟进 34 (三)进行思想动员 34 (四)逐步推进,关注稳定 35 八、结束语 36