随着现代经济社会的发展，对于核心人才的竞争逐渐演变为企业间 竞争的关键。吸引和留住更多核心人才，充分调动员工的积极性和创造 性，打造企业的核心竞争力，是企业参与市场竞争的重要手段。构建 科学合理的薪酬体系是企业激励、吸引和保留人才的有效方式， 其 重要程度不言而喻。 DQ 公司是研制轨道交通及延伸领域配套电气设备的技术型企业， 拥有几十年发展历程，随着企业发展步入新阶段，企业整体工作效率不 高、员工缺乏工作积极性等问题也逐渐成为限制企业发展的重要因素。 经过实地调研表明公司目前的薪酬体系存在激励性不足、薪酬结构不太 合理、福利体系不健全、员工晋升通道狭窄等问题，而这些是导致员工 缺乏积极性、薪酬满意度低、工作效率不高的主要原因。 本文以全面薪酬理论为基础，结合DQ 公司实际情况展开研究。 首先对国内外关于薪酬体系的研究文献进行了梳理，阐述了薪酬的相关 概念、传统薪酬体系与全面薪酬体系的对比、理论基础等内容；其次对 DQ 公司现行薪酬体系进行研究分析，通过问卷调查法和实地考察法， 找出存在的主要问题，分析其产生的原因；然后针对存在的问题，结合 公司实际情况，根据全面薪酬理论的相关内容，依次开展工作分析和评 价、岗级划分、薪酬调查、绩效考核优化、薪酬模式设计、薪酬结构设计、 薪酬具体要素设计等工作。根据 2015 年美国薪酬协 会修订的全面薪酬总模型，本文从薪酬、福利、绩效管理、认可、工 II 作与生活有效平衡以及人才开发这六个方面入手，为公司设计出一套 符合实际发展需要的更具有激励性的全面薪酬体系。最后从组织、制 度、企业文化和技术手段四个方面对实施保障措施进行说明，简要总 结本文的研究，并指出研究的不足之处及未来的研究方向。 本研究涉及全面薪酬体系设计的全部过程，为DQ 公司设计了一 套适应发展需求、强调激励效果和成本效益更优的全面薪酬体系，为 企业的壮大发展奠定基础，也为其他需要建立全面薪酬体系的企业提 供一些理论支持和参考。 关键词： 薪酬体系，全面薪酬体系，弹性福利计划，人才开发 III ABSTRACT With the development of modern economy and society, the competition for core talents has gradually evolved into a key area of competition among enterprises. To attract and retain more core talents, fully mobilize the enthusiasm and creativity of employees, improve the efficiency of employees, build the core competitiveness of enterprises is an important means for modern enterprises to achieve success in the fierce market competition. Constructing a scientific and reasonable salary system is an effective way for enterprises to motivate, attract and retain talents, it is also the most important content of human resource management. DQ company is a technology-oriented enterprise that develops supporting electrical equipment for rail transit and extension. It has a development history of decades. As the enterprise enters a new stage of development, low productivity, negative working attitude, and the lack of creativity of employees are gradually highlighting the restrictions on the development of the enterprise. Through the research, we find that there are many problems in current salary system, such as insufficient incentive, unreasonable salary structure, imperfect welfare system and narrow promotion channels, which are the main reasons for the lack of enthusiasm, low salary satisfaction and low work efficiency of employees. This paper is based on the theory of total compensation, combined with the actual situation of DQ company. Firstly, we comb the domestic and foreign research literature on the salary system, elaborates the relevant concepts of salary, the comparison between traditional salary system and comprehensive salary system, the theoretical basis, etc. IV Secondly, we have studied the current salary system of DQ company, and find out the main problems and reasons of the existing salary system through questionnaire and literature research. Then, according to the actual situation of the company and the relevant content of the total compensation theory, work analysis and evaluation, job classification, salary survey, salary system design are carried out. According to the total compensation model which is revised by the WAW in 2015, this paper designs a more incentive overall compensation system for the company from six aspects of compensation, welfare, performance management, recognition, effective work life balance and talent development. At last, it explains the implementation of safeguard measures from four aspects: organization, system, corporate culture and technical means, then gives a brief summary of the research, and points out the shortcomings of the research and the future research directions. This paper involves the whole process of the design of the total compensation system, which provides DQ company a total compensation system that adapts to the development needs, emphasizes the incentive effect and better cost-effectiveness, lays the foundation for the growth and development of the enterprise, and also provides some theoretical support and reference for other enterprises that need to establish the comprehensive compensation system. Key Words：Compensation system; Total Compensation system; Flexible benefit scheme; Talent development I 目 录 摘要............................................................... I ABSTRACT.......................................................... III 第一章 绪论......................................................... 1 1.1 研究背景和研究意义.......................................... 1 1.1.1 研究背景.............................................. 1 1.1.2 研究意义.............................................. 1 1.2 国内外研究现状.............................................. 2 1.2.1 国外研究现状.......................................... 2 1.2.2 国内研究现状.......................................... 3 1.3 研究思路和方法.............................................. 5 1.3.1 研究思路.............................................. 5 1.3.2 研究方法.............................................. 6 第二章 相关理论及概念............................................... 7 2.1 相关概念.................................................... 7 2.1.1 薪酬与薪酬体系........................................ 7 2.1.2 全面薪酬.............................................. 8 2.1.3 传统薪酬与全面薪酬的比较.............................. 9 2.2 相关理论................................................... 10 2.2.1 需求层次理论......................................... 10 2.2.2 ERG 理论 ............................................. 11 2.2.3 双因素理论........................................... 11 2.2.4 公平理论............................................. 12 第三章 DQ 公司薪酬体系现状研究 ..................................... 13 3.1 公司概况................................................... 13 II 3.1.1 公司简介............................................. 13 3.1.2 组织结构概况......................................... 14 3.1.3 员工结构概况......................................... 14 3.2 现行薪酬体系概况........................................... 17 3.2.1 现行薪酬模式......................................... 17 3.2.2 现行薪酬结构......................................... 17 3.3 员工薪酬状况调查........................................... 19 3.3.1 调查问卷设计......................................... 20 3.3.2 调查结果统计分析..................................... 20 3.4 公司现行薪酬体系存在的问题及成因分析....................... 24 3.4.1 现行薪酬体系存在的问题............................... 24 3.4.2 现行薪酬体系问题的成因分析........................... 27 第四章 DQ 公司全面薪酬体系设计 ..................................... 28 4.1 全面薪酬体系的适用性分析................................... 28 4.2 设计的原则................................................. 30 4.2.1 公平性原则 ........................................... 30 4.2.2 战略导向原则 ......................................... 30 4.2.3 激励原则 ............................................. 30 4.2.4 成本效益原则 ......................................... 31 4.3 设计的总体思路与流程....................................... 31 4.3.1 设计的总体思路 ....................................... 31 4.3.2 设计流程 ............................................. 31 4.4 设计的准备工作............................................. 32 4.4.1 岗位分析与评价......