摘要
摘要
孵化器 3.0时代已来，据统计，2019年全国创业创新孵化企业逾 13200家，
国有约占 27.7%（含事业编），从业人员近 20万人，已成为国家实施创新驱动
发展战略的急先锋，是实体经济转型升级和高质量发展的关键 。G（孵化器）
[1]
公司是一家国有孵化器企业，经过 20余年发展积累和沉淀，已成为 F省孵化行
业的标杆，为做大做优，2017年改制成有限责任公司，在人力资源整合、企业
管理、运营效益提升等方面急待转型提升。
人力资源已成为企业最活跃、最重要的资源禀赋要素，企业竞争在于人才
竞争，人才竞争源于人力资源管理竞争，人力资源管理的核心在于科学合理的
薪酬管理。薪酬于企业而言，不仅仅是成本，合理调控可成为企业激活员工内
生动力，护航战略实施的关键，可促进企业管理水平的优化与提升。
本文以 G（孵化器）公司为例，在充分了解国内创新创业大环境、各类孵
化机构的发展状况、X市的经济发展态势和 H委的发展布局和公司的发展现状
情况下，立足 G（孵化器）公司集团化发展战略，从公司的人力资源、薪酬现
状出发，参考了许多重要文献，基于全面薪酬、战略薪酬、绩效薪酬、公平和
激励因素等理论，采用观察法、问卷调查法、比较分析法等，发现公司存在薪
酬透明度不高、薪酬体系不完善、薪酬管理与发展战略不匹配、岗位设置不合
理、考核与薪资关联度不高等问题。
接着，本文论析了存在问题源于公司薪酬管理职能弱化、缺乏现代薪酬理
念、绩效考核形式化，薪酬结构不合理、薪酬激励作用小及内部不公平等，并
提出了“以人为本”的全面薪酬理念，从岗位分析、薪酬体系设计、优化绩效
考核管理等方面入手，形成薪酬管理优化设计方案及实施保障措施，以期构建
富有吸引力的薪酬管理体系，发挥薪酬保障和激励功能，吸纳更多优秀人才，
调动职工工作积极性、主动性，提升企业运营水平，助推 G（孵化器）公司实
现集团化发展战略目标。同时为类似孵化器机构实现转型升级或提升竞争力，
提供薪酬管理优化方面的借鉴和参考。
关键词：人力资源；转型升级；全面薪酬；绩效；优化
I

华侨大学硕士学位论文
Abstract
The era of Incubator 3.0 has come. According to statistics of 2019, there are more
than 13200 entrepreneurial and innovative enterprise incubators in China. About 27.7%
is the state-owned units (including government-affiliated institutions). With nearly
200 thousand employees, the incubators have turned into the vanguards which carry
out the national innovation strategy, and become the key to transition & escalating of
the substantial economy and high quality development. Company G is a state-owned
incubator; it has become a benchmarking enterprise of the incubation industry in F
Province with more than 20 years’ development and accumulation. In order to
become stronger, G was reorganized to a limited liability company in 2017, and really
need transition and escalating in terms of human resource integration, enterprise
management and operation efficiency.
Human Resource has grown into the most active & important factor of resource
endowments. Finally, the competition of enterprises lies in talents. An appropriate
compensation management system means a lot for remarkable human resource
management, which is the cradle of the talents. Salary is not only the cost, but also
would push the enterprise to activate the enthusiasm of staffs, and become a key to
help the enforcement of strategic target. So, compensation management plays an
essential role in uplifting the level of business management and stimulating the
endogenous drive.
After deeply studying the domestic innovation environment, the development
situation of incubators, the economic status quo of X City, the development planning
of H Zone, and the status of G Company, this dissertation takes G incubator as an
example to study compensation management in view of the development strategy of
collectivization.
Beginning in the status quo of G’s human resources and compensation, on the basis
of supporting theories, such as performance compensation, strategic compensation,
overall compensation, etc., and with the methods of comparative analysis, observation,
II
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