A Dissertation Submitted to Guangdong University of
Technology for the Degree of Master
（Master of Business Administration）
JT construction company compensation management
optimization research
Candidate: Wang Xiaoyu
Supervisor: Prof. Zhang Jue
Out-of-school Supervisor:Yang Li
May 2022
School of Management
Guangdong University of Technology
Guangzhou, Guangdong, P. R. China, 510006
摘要
摘要
近 20年来，我国的经济发展取得了巨大的成效，在各个不同的行业都取得了不容
忽视的成绩，建筑行业也不例外。而我国经济的不断进步，推动着我国城镇化发展水
平越来越高，促进了基础设施建设力度的持续加强，建设工程行业担负着重要的建设
使命。广东省“十四五”规划提出，“十四五”期间珠三角地区将通过加强道路建设
促进东西两翼的联系，在粤东粤西粤北等经济文化相对薄弱的地区建设一批高等院校
和高水平医院，加强基础设施建设，着力提升以重大科技基础设施。这对广东地区的
建筑公司而言是一次发展的机遇。
JT建筑公司是一家以代理业主，完成基础建设项目建设工程管理为主营业务的公
司，其服务范畴主要包括高新区内城市市政道路建设、土地一级开发、城市绿化工程、
公用事业房建（学校、医院等）等各类工程和市政配套设施的开发及建设工作。随着
公司业务的发展，公司实力的不断提升，原有的薪酬管理制度已不再适用公司发展战
略需要，为更好的实现公司战略目标，公司亟需进行薪酬管理制度改革，制定科学合
理、匹配公司发展战略的薪酬管理制度。合理利用薪酬管理的有效方式，提高人力资
源管理水平，为公司稳定发展提供人力保障。
本文以 JT建筑公司的薪酬管理为研究对象，通过理论知识研究，运用文献研究法、
问卷调查法和访谈研究法，对 JT公司现有薪酬管理制度进行分析研究，总结公司薪酬
管理制度存在的问题，并有针对性的提出意见和建议。作者通过对问卷调查和访谈，
了解 JT建筑公司存在薪酬管理缺乏公平性、福利制度缺乏弹性、薪酬动态调整不合理、
薪酬激励性不足等问题，分析企业目前薪酬管理制度存在的问题。针对这些问题，结
合相关理论，提出了解决建议，包括薪酬结构优化、制定弹性福利制度、完善员工薪
酬提升机制等，考虑文章篇幅原因，本文仅列举了工程技术管理人员的薪酬管理制度
优化措施。
本文主要分为六个章节，主要以 JT建筑公司战略发展面临的薪酬管理问题为研究
内容，通过问卷和访谈的方式找出问题，并针对问题，提出切实可行的解决方案，从
而提高人力资源管理水平，为公司稳定发展提供人力保障，推动公司战略目标的实现。
关键词：建筑企业；薪酬管理；绩效；福利
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广东工业大学硕士专业学位论文
Abstract
In the past 20 years, Great achievements had been made in our country's economic
development , the construction industry is no exception. The continuous progress of China's
economy, promoting China's urbanization development level was getting higher and higher,
promotingthecontinuous strengtheningofinfrastructureconstruction,construction
engineering industry was shouldering an important construction mission. The 14th Five-Year
Plan of guangdong province, during the period of The 14th Five-Year the pearl river delta
region will strengthen the construction of roads to promote things the two wings, in the
province of guangdong in the construction of the culture is relatively weak areas such as a
number of institutions of higher learning and high level hospital, strengthen infrastructure
construction, to improve by majorscience and technology infrastructure. This is an
opportunity for guangdong construction companies to develop.
JT construction company was an agent for the owner to complete the construction of
infrastructure projects, project management as the main business of the company, was
mainly responsible for city municipal road construction, land development of hi-tech zones,
and urban greening projects, public utilities, housing (schools, hospitals, etc.) and other
kinds of engineering and municipal facilities development and construction work. With the
development of the company's business and the continuous improvement of the company's
strength, the original compensation management system is no longer suitable for the
company's development strategy. In order to better achieve the company's strategic goals, the
company urgently needs to reform the compensation management system and formulate a
scientific and reasonable compensation management system that matches the company's
development strategy. Reasonable use of effective compensation management, improve the
level ofhuman resources management,to providehuman resources forthe stable
development of the company.
This paper takes the compensation management of JT Construction Company as the
research object, analyzes and studies the existing compensation management system of JT
Company through theoretical knowledge research, literature research method, questionnaire
survey method and interview research method, summarizes the existing problems of the
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