我国经济进入新常态后，各类企业的发展方式也出现不同程度的改变，告 别了粗放式的发展模式，企业在寻求价值创造时需要不断提高自身的效率，在 平衡投入与产出时，人力资源投入成本成为企业创造更大价值的关注重点。当 前为配合企业与时俱进的发展，过去较为传统和单一的劳动报酬模式已不在适 应，特别是对于国企部门，当员工的各类保障已变得和收入水平不再足够适应 时，需要针对企业实际运营情况及市场行情，适应企业发展、有效留住人才并 提升各岗位工作效率，从而推动企业应对日益激励的人才竞争乃至市场竞争。 YHSD公司作为一家国有企业下的全资控股公司，在逐步发展过程中，也出现了 现有员工薪酬体系不能较好助力自身发展的一系列问题，YHSD公司相对于某些 国有大中型企业，发展年限较短，各项机制还尚不成熟，在国企不断深化改革 逐步展现市场化时，需要对其薪酬体系的发展展深入研究。 基于此背景，本文围绕YHSD公司薪酬体系展开研究，首先阐述和分析了与 薪酬及其管理相关的一系列理论，然后展开了对YHSD公司薪酬管理体系的现状 和问题分析，在阐述了YHSD公司的基本概况及组织结构后，从YHSD公司的员 工构成及分布、薪酬体系构成以及薪酬管理方式展开分析，并进一步的提出 YHSD公司主要存在着六方面问题，针对这些问题，本文明确了YHSD公司在改 进其薪酬体系时的首要原则及思路，进一步对YHSD公司的职位价值进行重新的 评估，将普通员工、高级员工、中层管理、中高层管理以及高层管理按照各岗 位打分情况进行级别的重新排列，主要分为五个级别，在员工薪酬策略类型的 选择在衡量后选择混合型薪酬策略，在薪酬的幅宽及结构设计方面，确定各薪 酬等级的幅宽，1级到2级各档位幅宽设置为100%，3到4级各档位幅宽设置为 120%，5级各档位幅宽设置为150%。依据基本工资、岗位工资、提成、绩效、 奖金、福利以及年终奖，对薪酬结构进行岗位的差异化设置，在绩效管理体系 的设计方面，细化了考核的相关内容，并且按照不同岗位将绩效工资与基本工 资进行组合，在中长期激励措施方面设计了“虚拟股票+延期支付”的方式，在 福利津贴制度建设方面，设置了过年过节与休假等方面的福利、以及培训机会 的提供和各类津贴与补助。最后，本文提出了YHSD公司有效进行薪酬管理体系 优化的各类保障，分为强化组织保障、健全制度规范以及营造文化氛围。通过 这些举措，更好的促进YHSD公司各层级员工在各岗位上各尽其责，促进YHSD 公司更为持续健康的发展。 关键词：YHSD公司；薪酬体系；优化设计 Abstract After Chinese economy entered the new normal, the development methods of various enterprises have also changed to varying degrees, saying goodbye to the extensive development model. When seeking value creation, enterprises need to improve their efficiency continuously. When balancing input and output, The cost of manpower resource input has became the focus of attention for companies to create greater value. At present, in order to cope with the development of enterprises to keep pace with the times, the more traditional and single labor compensation model in the past is no longer suitable, especially for the state-owned enterprise department. When the various types of employee protection have became no longer adequate to the income, it needs to be targeted. The actual operation of the enterprise and market conditions should adapt to the development of the enterprise, retain talents effectively and improve the work efficiency of each position, so as to promote the enterprise to respond to the increasingly motivated talent competition and market competition. As a wholly-owned holding company under the state-owned enterprise, YHSD Company has also developed a series of problems in the current development process that the existing employee compensation system cannot help its own development. Compared with some large and medium-sized state-owned enterprises, YHSD Company has developed a short period of time, and various mechanisms are not yet mature. As state-owned enterprises continue to deepen reforms and gradually display marketization, it is necessary to conduct in-depth research on the development of their salary systems. Based on this background, this article focuses on the research of the YHSD company’s compensation system. Firstly, this article expounds and analyzes a series of theories related to compensation and its management. Then it analyzes the status and problems of the YHSD Company’s compensation management system. After the basic overview and organizational structure, we analyze the composition and distribution of YHSD Company’s employees, the composition of the salary system and the method of salary management, and further propose that YHSD Company mainly have six problems. For these problems, this article clearly shows that YHSD Company is improving the primary principles and ideas of its remuneration system further reassessed the value of YHSD Company’s position, reorganizing the ranks of ordinary employees, senior employees, middle management, middle and senior management, and senior management according to the scoring of each position, It is mainly divided into five levels. After selecting the type of employee compensation strategy, select a mixed compensation strategy after measurement. In terms of salary width and structural design, determine the width of each salary level, and the width of each gear from grade 1 to grade 2. Set to 100%, the width of each gear in levels 3 to 4 is set to 120%, and the width of each gear in level 5 is set to 150%. Based on the basic salary, post salary, commission, performance, bonus, benefits and year-end bonus, the salary structure is set up in a differentiated position. In the design of the performance management system, the relevant content of the assessment is refined, and the performance is adjusted according to different positions. Combining wages with basic wages, we have designed a “virtual stock + deferred payment” method for mid-term and long-term incentive measures, and set up benefits for the New Year’s holiday and vacation, as well as the provision of training opportunities and various allowances and subsidies. Finally, this paper puts forward various guarantees for YHSD Company to effectively optimize the salary management system, which are divided into strengthening organizational guarantees, perfecting system regulations and creating a cultural atmosphere. Through these measures, it is better to promote employees of all levels of YHSD Company to fulfill their responsibilities in each position, and promote more sustainable and healthy development of YHSD Company. Key words: YHSD Company; Salary System; Optimization Design 目 录 第1章 绪论 ................................................................................................................ 1 1.1 研究背景及意义 ............................................. 1 1.1.1 研究背景 ............................................. 1 1.1.2 研究意义 ............................................. 2 1.2 国内外研究综述 ............................................. 2 1.2.1 国外研究综述 ......................................... 2 1.2.2 国内研究综述 ......................................... 3 1.3 研究方法和主要内容 ......................................... 5 1.3.1 研究方法 ............................................. 5 1.3.2 主要内容 ............................................. 5 1.4 本章小结 ................................................... 6 第2章 相关概念及理论基础 .................................................................................. 7 2.1 薪酬与薪酬体系的相关概念 ................................... 7 2.1.1 薪酬的概念 ........................................... 7 2.1.2 薪酬的功能 ........................................... 7 2.1.3 薪酬体系与薪酬管理的概念 ............................. 8 2.1.4 薪酬体系管理的目标 ................................... 8 2.2薪酬的理论基础 ............................................. 9 2.2.1 薪酬决定理论 ......................................... 9 2.2.2 薪酬激励理论 ........................................ 10 2.3地方性国有服务企业的薪酬构成 .............................. 11 2.3.1 国企类的薪酬构成 .................................... 11 2.3.2 服务类的薪酬构成 .................................... 12 2.3.3 公益类的薪酬构成 .................................... 14 2.4 本章小结 .................................................. 14 第3章 YHSD公司薪酬体系现状与问题分析 ..............................