上海XX大学
毕业设计（论文、作业）
毕业设计（论文、作业）题目：
某公司薪酬管理中存在的问题及相应对策
分校（站、点）： XX电大 年级、专业： 工商管理 教育层次： 本科 学生姓名： 学 号： 指导教师： 完成日期： 2010.5.25
目录
1.中文内容摘要和关键词·············································Ⅰ 2.英文内容摘要和关键词············································Ⅱ 3.文献综述························································Ⅲ 4.正文·····························································1 一、引论 ··························································1 二、古野电子有限公司的背景 ········································1 三、古野电子有限公司的企业诊断·····································2 （一）集团薪酬体制主要存在四个方面的问题····························2 四、古野电子有限公司的关键议题·····································2 （一）确定岗位职责·················································2 （二）制定岗位业绩指标·············································2 （三）建立考核方法和程序 ··········································2 （四）完善岗位设置及岗位职能，调整工资级别划分·····················2 （五）调整管理人员工资水平 ········································3 （六）确定薪酬水平,划分收入分配方法································3 （七）完善建立技术人员激励考核制度 ································3 五、古野电子有限公司的解决方案·····································3 （一）从岗位分析和评估着手, 建立起内外部相对公平的薪酬体系·········3 （二）薪酬结构设计·················································3 1. 岗位薪级工资制得结构··········································3 2. 运行机制······················································4 （三）薪酬体系的实施和修正·········································4 六、探索建立多种工资分配模式·······································5 （一）经营者年薪制·················································5 （二）中高级管理人员和高级技术（技能）专家职位工资制···············5 （三）项目工资制···················································5 （四）按生产要素分配···············································5 七、小结···························································6 5.参考文献·························································7 6.致谢·····························································8
内容摘要
本文通过古野电子有限公司的薪酬管理的现状及存在的问题作了深入细致的研究分析，并针对有关问题提出了相应的策略。
管理顾问总结出集团薪酬体制主要存在四个方面的问题：员工劳动观念落后，按劳取酬的思想根深蒂固，平均主义盛行。没有系统的绩效管理制度。薪酬级别设置套用行政级别，不是按照岗位在企业当中的相对重要性设置的，没有与岗位的工作业绩相联系, 导致了岗位差异的弱化，关键岗位的重要性得不到突出，出现同酬不同工的现象，引起内部不公平现象的发生。企业薪酬的设计与实施没有实现市场化。
管理顾问在对古野电子有限公司现行薪酬体系有了全面和清晰的了解后，从岗位分析和评估着手, 建立起内外部相对公平的薪酬体系，通过对古野电子有限公司公司战略和经营的把握，结合公司的架构和经营目标，设计和确定了相应的岗位设置和岗位职责。通过一系列的措施，最终使古野电子有限公司摆脱困境，重铸辉煌。
关键词：
岗位工资 薪酬体系 薪酬管理 绩效管理
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