【作者】 李飞；

【导师】 刘泽双；

【作者基本信息】 西安理工大学 ， 工商管理（专业学位）， 2024， 硕士

【摘要】 在国企大改革的背景下,化工企业如何吸引人才、留住人才、激励人才已成为摆在经营者面前最重要的课题之一。只有当人工成本得到合理的控制时,员工的劳动成果才能被充分利用,为企业带来最大的效益。因此,关于中层管理者的薪酬问题,在社会上的讨论和争议日益增多。如何增,强企业的竞争力并确保其持续稳定的发展,已经成为当前我国地方国有企业亟待解决的核心议题。其中优化构建合理的薪酬体系是一个非常有效的途径,对于国有企业来说,制定一个更为全面的中层管理者薪酬体系能有效地激发他们的工作热情,提升企业内部工作的热忱和效率,从而使企业在新经济环境下能够更加稳健地发展,并有助于实现中国经济的软着陆。本研究选择YM化工集团中层管理者作为主要的研究目标。探讨了与国有企业中层管理者相关的薪资理论。随着新一轮国企改革及市场竞争的日益加剧,YM化工集团目前的薪资结构中存在的问题逐步浮现,其薪资构成显得不太合适、薪酬水平缺乏竞争力、内部满足感和公平感不强和薪酬激励效果不佳等问题尤为凸显。因此,对YM化工集团的中级管理人员的薪资结构进行调整和优化,构建一个既遵循企业运营规律又能反映国有企业独特性的新薪资体系,已经变得迫在眉睫。关于薪酬体系及制度存在的问题,本研究运用薪酬管理的相关原理和方法,采用实地访谈、问卷调查和文献研究等多种形式,优化了中层管理者薪酬体系,同时提出了其实施的保障措施,这一新的体系能更好地激发他们的工作热情和主动性,确保YM化工集团的长远发展策略得以实现。研究表明,进行科学且合理的岗位分析是优化薪资结构的关键任务;为了满足不同职位的特定需求,需要设计出具有差异性的薪资结构,从而提高薪资的公正性和激励效果;要加强绩效考核工作,建立有效激励约束机制。在此基础上,还需进一步完善相关的配套体系,确保新体系的稳定执行。本文深度探索了YM化工集团中层管理者薪酬体系存在问题,并为这些问题提供了一系列实用的解决策略,这将为国有企业未来在薪酬体系上的改革提供关键的理论依据,具有一定的启示和指导意义。同时,也期望所有国有企业在未来的实践活动中能实现在薪酬管理方面的持续优化和成功转型。更多还原

【Abstract】 As state-owned enterprises undergo major reforms,the challenge for operators lies in attracting,keeping,and inspiring skilled individuals in the chemical sector.Only when labor costs are reasonably controlled can the labor achievements of employees be fully utilized,creating maximum profits for the company and bringing maximum benefits to the enterprise.Consequently,society is witnessing a growing debate and dispute over the remuneration ofmanagers at the middle level.Improving the competitive edge of businesses and securing their enduring and steady growth is a critical challenge that Chinese state-owned businesses must urgently address.Consequently,the development and enhancement of a fair compensation framework proves to be highly efficient.For state-owned enterprises,developing a more comprehensive compensation system for middle-level managers can effectively stimulate their work enthusiasm,improve the enthusiasm and efficiency of internal work,and enable enterprises to develop more steadily in the new economic environment,which will help achieve a soft landing of the Chinese economy.This study selected middle-level managers of YM Chemical Group as the main research objective.The primary focus was on examining the salary theory associated with mid-tier managers in government-owned companies.Amidst the latest wave of reforms in state-owned enterprises and intensifying market rivalry,the shortcomings of the current salary system of YM Chemical Group have gradually become apparent.The problems of unreasonable salary structure,low salary level,and arbitrary distribution are particularly prominent.Therefore,it is imperative to optimize the compensation system for middle-level managers in YM Chemical Group and design a new system that not only conforms to the laws of the enterprise but also reflects the characteristics of state-owned enterprises.In response to the shortcomings of the compensation system,this article applies the relevant principles and methods of compensation management,and adopts various forms such as on-site interviews,questionnaire surveys,and literature research to optimize the compensation system for middle-level managers.At the same time,it proposes measures to ensure its implementation.This new system can better stimulate their work enthusiasm and initiative,ensuring that the long-term development strategy of YM Chemical Group can be realized.Research has proven that scientific and reasonable job analysis is the core task of optimizing the salary system;To design differentiated compensation models tailored to the needs of different positions,in order to enhance the fairness and motivation of compensation;At the same time,Enhancing the development of auxiliary systems is crucial for the seamless deployment of the novel system.The article delves into the intricacies of the compensation structure for middle managers at YM Chemical Group,and provides a series of practical solutions to these problems.This will lay a crucial theoretical groundwork for upcoming changes to the remuneration system in government-owned businesses,and has certain enlightenment and guiding significance.At the same time,we also hope that all state-owned enterprises can achieve continuous optimization and successful transformation in salary management in their future practical activities.更多还原