目前，我国石油经营领域各企业的体制改革主要以分配制度为主的三项制度改革作 为企业改革的突破口，而其中建立公平的薪酬体系更是各企业改革的重中之重。本文通 过对A钻井公司薪酬制度的研究发现，原有的薪酬体系已经不能适应欧亿·体育（中国）有限公司发展的形势， 为了吸引和留住优秀员工，提升人力资源管理竞争力，如何改革旧的不合理的薪酬分配 制度已经成为企业改革的成败关键。 依据国家“三项制度”改革的有关精神，本文通过对A钻井公司各类岗位进行“工 作分析”，结合员工工作业绩评价体系的建立，具体探讨了以绩效为中心的宽带薪酬体 系设计，并分析了和薪酬配套的福利体系建设等问题，分别给出了具体的方法建议和指 标值，使宽带薪酬体系的设计方案在企业经营层面具有可操作性，对于员工而言则更具 公平性与合理性。基于此研究建立的适应公司成长与发展的薪酬体系，将实现薪酬管理 的规范化，构筑具有A钻井公司特色的价值分配机制和内在激励机制，能够充分发挥薪 酬激励战略的主导作用，既顺应了企业经营的战略发展趋势，又可以提高员工的满意度 和工作动力，进行增强企业的综合竞争力，保障了经营的稳定性。 本文作者在对本文研究主题进行研究的过程中，通过实地走访和问卷调查等方式， 对A钻井公司人力资源情况进行了测评，分析了A钻井公司的旧有的薪酬体系的特点，在 此基础上，针对企业的问题所在，设计出一整套符合企业实际的全新的宽带薪酬体系， 在企业中得以成功实施。由此本文可以得出结论：宽带式薪酬体系适用于我国石油技术 服务领域的国有企业，完善的岗位评价、绩效考核与薪酬动态诊断机制等是宽带薪酬体 系得以成功实施的必要条件。通过实施宽带薪酬建立公平的薪酬管理制度，能够形成更 加有效的企业内部激励策略，对提升国有企业的核心竞争力具有积极意义，这一研究成 果对其他亟待深化改革、应对国际竞争的国有企业应该也有着有较大的理论意义和实践 参考价值。 关键词：国企改革 宽带薪酬制 人力资源管理 激励 论文类型： 应用研究III Subject：ResearchOnSalary System Construction of A Drilling Company Based On Broadband Salary System Speciality：MBA Name：Tao Liu(signature) Instructor：RongYang(signature) Abstract With the complication of the economic form of the world petroleum resources industry and the strategic promotion of the “Belt and Road”, not only the oil companies in China have achieved the goal of going global, but also more and more multinational oil companieshave entered the country and participated in the domestic market. In the market competition,China's oil-operated enterprises are facing the increasingly fierce and most direct market challenges from the world's super-large multinational oil groups. Compared with these multinational enterprises, domestic enterprises are generally lagging behind in the management and management concepts, how to benefit from disadvantages, and to avoid weaknesses. Fully tapping the institutional advantages of socialist state-owned enterprises, improving the rigid management thinking left in the era of planned economic system, the irrational distribution system, and the low enthusiasm of enterprise employees have become the top-down reform consensus of all enterprises in China. At present, the system reform of various enterprises in China's petroleum industry mainly focuses on the three institutional reforms of distribution system as the breakthrough point of enterprise reform. This paper finds that the original salary system can not adapt to the development of the industry through the research on the compensation system of A drilling company. In order to improve the competitiveness of human resources management, how to break through the old and unreasonable salary distribution system has become the key to the success of enterprise reform. According to the relevant spirit of the national three systems reform, this paperanalyzes the welfare system construction of the A-Drilling Company through the work analysis of various positions of the Drilling Company and the establishment of the employee performance evaluation system. The specific method recommendations and index values are made, so that the design of the broadband compensation system is operational at the enterprise management level, and it is fairer and more reasonable for employees. The leading role of the salary incentive strategy can be fully utilized to meet the overall needs of the enterprise development strategy, thereby improving the market competitiveness of the enterprise and ensuring the long-term development of the enterprise.IV In the specific research process of this paper, through the field visits and questionnaires, the human resources of A drilling company was evaluated, and a set of new broadband compensation system in line with the actual situation of the enterprise was designed and successfully implemented in the enterprise. From this paper, we can conclude that the broadband salary system is applicable to state-owned enterprises in China's petroleum technology service field. Perfect job evaluation, performance appraisal and salary dynamic diagnosis mechanism are necessary conditions for the successful implementation of the broadband compensation system. Establishing a fair salary management system through the implementation of broadband compensation can form a more effective internal corporate incentive strategy, which is of positive significance for enhancing the core competitiveness of state-owned enterprises. This research result should be applied to other state-owned enterprises that urgently need to deepen reform and respond to international competition. It also has a large theoretical significance and practical reference value. Keywords: State-owned Enterprise Reform, Broadband Compensation, Human Resources Management, Incentive Thesis: Applied researchV 目录 第一章 绪论.................................................................................................................................1 1.1 研究背景及意义..........................................................................................................1 1.1.1 研究背景.............................................................................................................1 1.1.2 研究意义.............................................................................................................2 1.2 国内外研究现状..........................................................................................................3 1.2.1 国外研究现状.....................................................................................................3 1.2.2 国内研究现状.....................................................................................................4 1.3 研究内容与研究方法..................................................................................................6 1.3.1 研究内容.............................................................................................................6 1.3.2 研究方法.............................................................................................................7 1.4 研究思路与研究路线图..............................................................................................8 1.4.1 研究思路.............................................................................................................8 1.4.2 研究路线图.........................................................................................................8 第二章 核心概念与相关理论...................................................................................................10 2.1 核心概念....................................................................................................................10 2.1.1 薪酬的概念.......................................................................................................10 2.1.2 宽带薪酬的概念...............................................................................................11 2.2 相关理论基础............................................................................................................12 2.2.1 劳动报酬理论...................................................................................................12 2.2.2 薪酬制度理论...................................................................................................13 2.2.3 薪酬结构理论........................