【作者】 陈静；

【导师】 邵建平；

【作者基本信息】 兰州大学 ， 工商管理， 2012， 硕士

【摘要】 人力资源管理作为一门学科,在欧洲及北美洲已有几十年的发展历史,而在中国还处于发展的初期阶段,尽管很多人力资源管理者对其理论、概念甚至工具和方法有一定了解,但在实际运用时,却由于对这些理论、概念、工具和方法的理解不深,加上中国国情和文化与欧美有很大的差异,实践中导致企业人力资源管理无法达到理想化效果,尤其体现在薪酬管理领域。史密斯钻井设备公司是美国独资公司,2007年在中国投资,主要生产油田钻井服务产品。公司美国总部的人力资源管理部门运行着一套岗位结构设计和薪资结构体系,但针对中国市场,却是空白。而薪酬管理体系是我公司核心和敏感问题,它应用于招聘,绩效,激励等体制。因此,在2009年6月,公司人力资源总部开发,审批并推行了适用于中国区岗位结构及薪资结构体系,沿用至今已两年多。该体系的运行确实产生了一些良好效果,但也发现在岗位设置、薪酬的框架设计等一些实践操作上还存在一些缺陷,有待改善。因此,我决定对此加以研究并且争取提出一些可行性措施来改善和推进公司的人力资源管理发展,使其更好地为企业管理服务。本人从讨论薪酬理论着手,通过对国际与国内薪酬情况的对比分析,并对公司薪酬管理实施两年多情况的盘点,提出了目前存在的以下几点问题：1.部分岗位评价与设置模糊；2.薪酬福利管理过于弹性化,没有统一标准；3.薪资结构单一,没有绩效考评体系,无法实施长短期激励与优劣员工评选；4.薪资结构不具竞争力。因此,针对现行薪酬方案存在的问题及公司发展的战略,提出如下改进对策：1.完善岗位分析与设计2.分析调研数据,找出结构差异并制定相关措施3.建立有效的激励计划,提高员工积极性4.制定相关措施平衡公司内部间的薪酬结构差异5.建立有效的考核标准6.加强公司内部员工沟通以保证员工及时了解薪酬政策的实施与变更。更多还原

【Abstract】 The human resources management as a discipline has a long history of development for several decades of years in Europe and North America and, however, is still at its initial stage of development in China. In spite of the fact that many human resource managers have some understanding of its theory, concept and even tools&methods, yet, when putting it into actual application, they are not deep in understanding of its theory, concept, tool and methods and there are differences between a lot of practice and the national conditions and culture of China, thus leading to ideal results impossible to be achieved in the human resources management in the enterprises, especially reflected in the field of the remuneration management.Smith Drilling Equipment Co., Ltd. is a wholly-owned enterprise in China solely invested by Smith International Inc. in the United States in2007, which is specialized mainly in the manufacture of well-drilling products in the oilfields. The human resources department in the headquarters of the company in the United States is operating a post structure design&pay structure system, but for the Chinese market, it is blank. However, the remuneration management system is a core and a sensitive issue in our company, which is applied in the recruitment, performance and incentive systems. Therefore, a post structure&pay structure system applicable to the area of China was developed, examined&approved and issued to be implemented by the human resources department in the headquarters of the company in June2009, which has been implemented up to now for more than two years. The operation of the system does have achieved some good results, but there are still some problems existing to be improved in the post setting, remuneration framework and practical operation. So, I decided to study the system program and try to put forward some feasible measures to improve and promote the development of the human resource management in the company, so as to better the services for the enterprise management.Starting from the discussion of the remuneration theory, through a comparison and analysis of remuneration over the world and in the country and making an inventory of the implementation of the remuneration management for more than two years in the company, I think there are now four problems existing in the remuneration management:1. It is fuzzy in the requirements of the post evaluation;2. It is too elastic in the remuneration management:;3. It is single in the pay structure and lack of a performance assessment system, thus making it impossible to carry out a long-and short-term incentive system and excellent employee selection;4. There is no competitiveness in the pay structure. Thus, based on these problems and business’s stat. the follow improve solution has been worked out:1. To improve the job capsules and design.2.To analysis the survey data to find out the difference with salary structure.3. To establish the effective incentive plan to motivate the employee.4. To Balance the internal structure difference5. To set up the effective KPI.6. To make sure the communication with employees smoothly so that the employees can understand the policy on time.更多还原