近年来，PPP模式越来越普遍和深入，从增加公共服务供给，改善服务质量，创新 投融资体制改革等方面来看，PPP的优势越来越明显，渐渐成为创新公共服务供给机制 的重要模式和创新之举。GZZSC-PPP项目公司（下称3P项目公司）作为GZ地方政府与 国有企业合作的新代表，不仅承担着提高区域开发的高质量，高标准等任务，还承担着 更大的社会责任。 本文在阐述GZZSC-PPP项目公司股权特点、人员特点、薪酬现状以及付薪水平等相 关理论的基础，结合PPP项目发展状况以及薪酬优化与激励的工具和策略，首先用要素 法从多个维度分析了本3P项目公司岗位价值，得出具体的岗位价值的参考数值，然后使 用EXCEL分析工具进行回归分析，对公司内部付薪现状的公平性加以判断，从量化的角 度得出有关影响公平性的点，并选取了相关行业的薪酬数据对外部竞争性加以判断。从 薪酬结构、薪酬策略对公司战略的承接和承载进行分析，归纳出3P项目公司薪酬激励存 在的问题，主要集中在内部公平性、关键岗位外部竞争性、人才培养以及人才发展通道 等方面。 运用公平理论、双因素理论、马斯洛需求模型、宽带薪酬理论以及全面薪酬激励等 理论，结合3P项目公司性质、薪酬特征和人员岗位特点，在原有的薪酬体系下对3P项 目公司进行薪酬优化与设计，提出程序的公平大过结果的平等、薪级与岗位价值要匹配、 关键岗位的竞争力要增强、人才培养通道要建立、适时采用宽带薪酬策略以及从员工内 心感知的层面提出非物质激励等方面的对策建议。 总体来说，本文是以重点岗位激励为出发点，结合国有企业的人文特点与氛围，最 终让适合的员工去做合适的事，充分发挥出岗位价值，为公司发展做好人力资源承接。 当前我国工程建设领域正由工程数量向质量转变，在继续深化国有企业改革和合作模式 创新等这一新的历史时期，该3P项目公司作为GZ地区PPP建设模式的代表，在3P项目 公司薪酬总额调控的基调下，这个薪酬优化与激励的研究既新颖又具有意义。 关键词：PPP；薪酬设计；薪酬激励 II Abstract In recent years,PPP mode has become more and more common and in-depth. From the aspects of increasing the supply of public services,improving the quality of services, and innovating the reform of investment and financing system,the advantages of PPP are becoming more and more obvious, and it has gradually become an important mode and innovative move to innovate the supply mechanism of public services.Gzzsc-ppp project company (hereinafter referred to as 3P project company),as a new representative of cooperation between GZ local government and state-owned enterprises,not only undertakes the task of improving the quality and standard of regional development,but also undertakes greater social responsibility. In this paper,based on the theory of gzzsc-ppp project company's equity characteristics, personnel characteristics, salary status and pay level, combined with the development of PPP project and the tools and Strategies of salary optimization and incentive,the author first analyzes the post value of this 3P project company from multiple dimensions with the factor method,and then obtains the reference value of specific post value,and then uses the excel analysis tool Regression analysis is carried out to judge the fairness of the internal pay status of the company,get the relevant points affecting the fairness from the quantitative point of view,and select the salary data of relevant industries to judge the external competitiveness.Based on the analysis of salary structure and salary strategy,this paper sums up the problems existing in the salary incentive of 3p project company,which mainly focus on internal equity, external competitiveness of key positions,talent training and talent development channels. Based on the theories of fairness theory,two factor theory,Maslow's demand model,broadband salary theory and comprehensive salary incentive, combined with the nature of 3p project company,salary characteristics and personnel position characteristics,the paper optimizes and designs 3P project company's salary under the original salary system,and puts forward that the fairness of the program is greater than the equality of the result, the salary level and position value should match,and the key position's The competitive power should be strengthened,the talent training channel should be established,the broadband salary strategy should be adopted in time, and the non-material incentive measures and suggestions should be put forward from the perspective of employees' inner perception. Generally speaking,this paper is based on the key post motivation, combined with the humanistic characteristics and atmosphere of state-owned enterprises,and finally let the right employees do the right things,give full play to the post value, and do a good job of human resources for the development of the company.At present,China's engineering construction field is changing from engineering quantity to quality.In the new historical period of III continuously deepening the reform of state-owned enterprises and innovation of cooperation mode,the 3P project company,as the representative of PPP construction mode in GZ region,under the tone of total compensation regulation of 3p project company,the Research on Compensation Optimization and incentive is both novel and meaningful. Key words:PPP;Salary design;Salary incentives IV 目录 一、绪论 .................................................................. 1 （一）研究的背景与意义 .................................................. 1 （二）国内外研究现状 .................................................... 2 1.国外研究现状 ........................................................ 2 2.国内研究现状 ........................................................ 3 3.有关研究的综述 ...................................................... 5 （三） 研究内容和方法 ................................................... 5 1.研究方法 ............................................................ 5 2.研究内容与框架 ...................................................... 6 二、研究的相关概念及理论基础 .............................................. 8 （一）相关概念界定 ...................................................... 8 1.薪酬的含义与形式 .................................................... 8 2.激励的含义 .......................................................... 8 3.薪酬管理体系的含义与内容 ............................................ 8 4.宽带薪酬体系的含义及内容 ............................................ 9 （二）薪酬研究的相关理论 ............................................... 10 1.赫兹伯格双因素理论 ................................................. 10 2.马斯洛需求层次理论 ................................................. 11 3. 麦克利兰的成就需要理论 ............................................ 11 4.激励期望模型 ....................................................... 12 三、3P项目公司薪酬管理现状及存在问题分析 ................................ 13 （一）PPP项目公司概况 .................................................. 13 1.PPP项目公司基本情况 ................................................ 13 V 2.公司岗位情况及员工特点 ............................................. 15 （二）PPP项目公司薪酬管理现状及评估 .................................... 16 1.PPP项目公司的岗位薪酬现状 .......................................... 16 2.PPP项目公司现行岗位薪酬评估 ........................................ 19 （三）PPP项目公司薪酬管理存在的问题 .................................... 33 1． 薪酬欠缺公平性和竞争性 ........................................... 33 2． 激励措施不够有效 ................................................. 34 3．薪酬策略缺乏合理性 ................................................ 34 四、3P项目公司薪酬体系优化的思路与策略 .................................. 36 （一）薪酬体系优化的思想及思路 ......................................... 36 1.主要思想 ........................................................... 36 2．优化思路 .......................................................... 36 （二）PPP项目公司薪酬体系优化的策略 .................................... 36 1. 重塑岗位价值图，从制度层面保证薪酬的公平性 ........................ 36 2.优化薪酬标准，增强核心岗位人员的竞争性 ............................. 41 3.优化薪级结构，采用宽带薪酬策略 ..................................... 47 4.以战略为导向，优化薪酬结构和人员结构 ............................