A Dissertation Submitted to Guangdong University of Technology
for the Degree of Master
（Master of Business Administration）
Optimization Research of ZP company’s Compensation
Management System
Candidate: Kuang Yanshen
Supervisor: Prof. Hui Qingshan
Out-of-school Supervisor: Prof. He Xiaojuan
May 2022
School of Management
Guangdong University of Technology
Guangzhou, Guangdong, P. R. China, 510006
摘要
摘要
企业的持续性发展需要科学合理的人才队伍。要做好人才的“选、育、留、用”，
需要不断提升企业的人力资源管理水平。科学合理的薪酬管理体系是吸引并留住人才
稳定高效工作的重要保证。但随着企业的发展壮大和转型升级，往往会发现自身在薪
酬管理上的问题和不足，出现岗位价值评估没有与时俱进、薪酬分配存在平均主义“高
水平大锅饭”、论资排辈现象、薪酬的晋升通道不畅，激励不及时作用下降等现象。
通过不断优化薪酬管理体系来保障企业发展战略目标的实现，持续提高员工积极工作
的内生动力，成为了企业的必然选择。ZP公司是一家国有控股的上市啤酒企业，正持
续推进转型升级，但存在员工岗位职级体系不健全、薪酬外部竞争力不足、内部不公
平等问题，影响干部队伍和员工积极性和创造力的发挥，对企业发展产生不利的影响。
本文以 ZP公司为研究对象，通过调查分析，发现 ZP公司在薪酬管理体系存在的
不足，并结合实际提出优化建议方案。本文首先引述了国内外最新的薪酬管理理论，
为问题诊断提供理论支持。通过文献查阅、问卷调查、员工访谈等方法，介绍 ZP公司
所处行业发展概况和企业现状，并对 ZP公司的岗位管理体系、薪酬结构及福利性报酬
等进行了深入的分析。通过研究发现，ZP公司在薪酬管理方面存在的主要问题是薪酬
战略与企业发展战略不匹配、岗位评价体系没有与时俱进、薪酬结构设计不合理、薪
酬策略缺乏科学性等问题。
针对 ZP公司薪酬管理体系存在的问题，通过查阅有关理论文献、参考啤酒行业标
杆企业在薪酬管理方面的经验，提出了薪酬管理体系优化的具体思路和方案。首先，
确定企业薪酬战略、重新进行岗位分析和岗位评价。其次，确定薪酬策略，结合市场
同行水平，设计更有激励性和竞争性的薪酬标准和结构，构建“双通道”管理模式。
最后，探讨提出了保障薪酬体系优化方案实施的保障措施。
关键词：薪酬管理；岗位价值评估；薪酬结构；薪酬优化
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广东工业大学硕士专业学位论文
ABSTRACT
The development of an enterprise depends on talents. In order to “Select, Cultivate,
Retain” the talents, enterprises need to improve the human resource management constantly.
Among them, a scientific and reasonable salary management system is animportant
guarantee to attract and retain talents working stably and efficiently. However, with the
development, transformation and upgrading, enterprises would reach the limitations in salary
management, such as job evaluation has not kept upgrading, salary distribution has occur
egalitarianism or seniority phenomenon, salary promotion channel is not smooth, incentive
effect is reduced and so on. How to continuously optimize the salary management system to
support and serve the realization of the development strategic goals, and continuously
improve the subjective initiative and salary satisfaction of employees has become an urgent
problem for enterprises to solve. ZP Company, a state-owned beer company, is continuously
promoting the transformation and upgrading, but there are problems such as the imperfect
staff position and rank system, the lack of external competitiveness and the internal
inequality of salary, which affect the enthusiasm and creativity of cadres and employees, and
have a negative impact on the development of the enterprise.
Taking Z Beer Company as the research object, this thesis studies the problems
existing inthe salarymanagement of ZPcompany andputs forwardoptimization
suggestions.
Firstly, this thesis cites the latest domestic and foreign salary management
theories, and selects incentive theory to study employee's working motivation, providing
theoretical support for the problem diagnosis. Then, this thesis introduces the industry
developmentand currentsituationofZPcompany.
Throughliterature review,
questionnaire survey, employee interview and other methods, this thesis makes an deep
investigation and analysis of ZP company's job evaluation system, salary system, salary
model, salary structure and welfare compensation. Through the research, the main problems
existing inZP company'ssalary management arethe outdatedjob evaluation,the
unreasonable design of salary structure, the unreasonable salary strategy and so on.
Based on the problems existing in ZP Company, this thesis puts forward a specific
scheme ofsalary optimization byreferring to theliterature and theexperience of
benchmarking enterprises in salary management. Firstly, the job analysis and job evaluation
should be rebuilt. Secondly, referring the market level of peers, determine the salary strategy,
design more incentive and competitive salary standard and structure. Finally, the thesis
discusses and puts forward the implementation of the salary system optimization scheme.
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