摘要
摘要
“十三五”末，随着高速公路实现全国联网，存在同质化问题的省属交通企业步
入改革关键节点，以 X公司为代表的陕西高速公路运营管理企业面临着企业合并重
组的巨大挑战。为了更好的应对改革后复杂多变的局面，在危机中谋发展，就要针对
管理弱项进行修正和提升。人力资源一直是国有企业的攻关难点，而在这其中，薪酬
作为企业实现激励的重要手段，具有非常重要的研究意义。有效的薪酬管理不仅有助
于吸引和保留人才，增强创新意识，提升企业整体效能，还能够辅助企业文化的塑成
和完善。但目前，国有企业薪酬管理还存在着诸多严重的问题，使得发展缓慢、人才
流失和员工积极性降低成为常态。因此必须要对现有薪酬管理进行优化改革，真正起
到激励员工的作用，才能够促进国有企业自身的可持续发展。
X公司作为老牌高速公路运营管理企业，在薪酬管理方面存在诸多问题，如制度
不科学不合理，薪酬设计传统化、短视化，薪酬分配不公平等，且薪酬水平与市场平
均水平不一致，使员工满意度大大降低，导致员工工作积极性欠缺，工作效率偏低，
人员流失率较高。因此，薪酬管理的优化对于激励、开发工作人员的潜力有着重要作
用，能够促使人员提高工作效能并最终促成企业预期的发展成果。同时，开展相关研
究对 X公司和其他面临同样问题的国有企业来说具有重要的指导意义和现实意义。
本文按照提出问题、分析问题、解决问题的思路，采用理论分析与案例分析相结
合的形式，首先从薪酬管理、激励理论的基本概念进行阐述，并结合行业发展特点分
析了 X公司一线收费员工及管理人员薪酬的现状，对公司薪酬管理中存在的问题及
成因进行了分析。而后通过外部薪酬调查研究，归纳现实案例中具有借鉴价值的方案
举措，根据实际情况及 X公司未来发展需要，以提高激励性和员工满意度为目标，
对薪酬体系进行了优化设计，以期改进其薪酬的激励效用，并对同类企业有所启示。
关键词：高速公路企业，薪酬管理，激励理论，薪酬体系优化
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ABSTRACT
ABSTRACT
At the end of the 13th Five-Year Plan period, with the realization of the nationwide
network of expressways, provincial transportation enterprises with the problem of
homogenization step into the key node of reform. Shaanxi expressway operation and
management enterprises, such as X Company, are faced with the huge challenge of
enterprise merger and reorganization. In order to better cope with the complex and
changeable situation after the reform, and to seek development in the crisis, it is necessary
to counteract the soft spots of management. Human resources system has always been a
difficult problem for state-owned enterprises. Among them, the compensation system, as
an important tool for enterprises to create incentives, has fatal research significance.
Effective salary management can not only help to attract and retain talents, enhance the
sense of innovation, improve the overall efficiency of the enterprise, but also help to shape
the enterprise culture. But at present, there are still many serious problems of state-owned
enterprises’ compensation system, which have slowed development, led to lacks of talents
and low activity of employees. Therefore, it is necessary to optimize and reform the
existing salary management system, so that it can really play the role of motivating
employees, and to maintain the sustainable development of state-owned enterprises.
As the old highway operation management enterprise, X company has many problems in
compensation system. The provisions are unreasonable, unscientific, old-fashioned,
short-sighted, and salary distribution is unfairness. The company’s pay levels do not stay in
step with the market average, making employees’ satisfaction significantly reduce, lowing
work enthusiasm and efficiency, and rising employee attrition rate. Therefore, the
optimization of salary management plays an important role in motivating and developing
the potential of staff, which can promote the staff to improve their work efficiency and
ultimately promote the expected development results of the enterprise. At the same time,
the relevant research has important guiding and practical significance for X Company and
other state-owned enterprises which facing the same problems.
According to the line of thought, which is discovering, analyzing and solving problems, the
methods of case analyzing and theory research is adopted during the argumentation. First
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