A 公司是一家建筑施工总承包企业，近些年，随着建筑欧亿·体育（中国）有限公司的快速发展，A 公司也赶上了本欧亿·体育（中国）有限公司快速发展的步伐。然而，A 公司高素质人才的不足阻碍了 公司的进一步发展，怎么培养人才、留住人才是 A 公司目前面临的难题。因此， 在目前人员流动性较强的环境下，留住人才，特别是高级管理人才，设计一套 适合 A 公司长期发展的薪酬激励优化方案势在必行。 论文在对 A 公司—高层、中层、基层、及外聘人员薪酬激励现状进行深入 分析的基础上，揭示 A 公司现行薪酬激励存在的问题及原因，有针对性地提出 优化方案和实施保障措施。A 公司现行薪酬激励存在的主要问题为，岗位薪酬 激励弹性弱过于追求市场的定位给予，薪酬配置讲究论资排辈，薪酬激励政策 的差异化支出体现不明显，部分员工无薪酬上的激励。其原因在于，岗位职责 履行产生的价值与薪酬的激励政策不够紧密关联，薪酬激励的物质层面和精神 层面在管理落实过程中没有做好平衡及差异化管理，员工工作环境的归属感。 针对现行薪酬激励存在的问题，论文根据岗位工资与岗位职责相匹配、员工价 值与考核成效相匹配、收入和贡献相匹配的原则，分别对高层、中层、基层、 及外聘人员薪酬激励进行了优化设计，并从文化保障、制度保障、组织保障、 考核保障、监督保障五个方面给出优化方案的实施保障。 本文的研究成果不仅完善了 A 公司现有的薪酬激励体系，而且有助于 A 公 司留住人才、用好人才，对于 A 公司的快速发展有重要意义，也对其他公司薪 酬激励体系的完善提供了参考。 关键词，A 公司；激励机制；绩效考核；保障体系II Abstract A company is a general contractor of construction. In recent years, with the rapid development of construction industry, A has also caught up with the rapid development of our industry. However, the shortage of high-quality talents in A has hindered the further development of the company. How to cultivate talents and retain talents is a difficult problem facing A company. Therefore, it is imperative to design a set of compensation incentive scheme suitable for the long-term development of A company in the environment of strong mobility of personnel, especially the senior management personnel. On the basis of the in-depth analysis of the current salary incentive status of A company high, middle, grass-roots and foreign personnel, this paper reveals the existing problems and causes of the current compensation incentive in A company, and puts forward the optimization scheme and the implementation of the safeguard measures. The main problems existing in the current salary incentive of A company are: the flexibility of the post salary incentive is weaker than the positioning of the market, the allocation of compensation pays attention to seniority, the discrepancy expenditure of the salary incentive policy is not obvious, and some employees have no incentive to pay. The reason is that the value of the performance of the job responsibility is not closely related to the incentive policy of the salary. The material level and the spiritual level of the salary incentive have not been balanced and differentiated in the process of management, and the sense of belonging of the working environment of the staff is not good. In view of the existing problems of the current salary incentive, the paper optimizes the salary incentive of the senior, middle, grass-roots, and external personnel according to the matching of post and post duty, the matching of employee value and evaluation effect, and the matching of income and contribution. Obstacles, practical guarantee, supervision and guarantee five aspects of the implementation of the optimization plan safeguards. The research results of this paper not only have important significance for the A company to improve the existing salary incentive system, retain talents and use goodIII talents, thus promote the further rapid development of the company, but also provide important reference for similar companies to improve the existing salary incentive system. Key words: A company; incentive mechanism; performance appraisal; guarantee systemIV 目 录 第一章 引言...............................................................................................................1 第一节 研究背景................................................................................................1 第二节 研究意义................................................................................................2 第三节 研究内容................................................................................................3 第四节 研究思路................................................................................................3 第五节 研究的创新点........................................................................................6 第二章 A 公司薪酬激励设计现状 ...........................................................................7 第一节 A 公司概况 ............................................................................................7 第二节 A 公司高层人员薪酬激励现状 ............................................................7 第三节 A 公司中层人员薪酬激励现状 ............................................................8 第四节 A 公司基层人员薪酬激励现状 ............................................................9 第五节 A 公司外聘人员薪酬激励现状 ..........................................................10 第三章 A 公司薪酬激励存在的问题及原因 .........................................................11 第一节 A 公司高层薪酬激励存在的问题及原因 ..........................................11 第二节 A 公司中层薪酬激励存在的问题及原因 ..........................................11 第三节 A 公司基层薪酬激励存在的问题及原因 ..........................................12 第四节 A 公司外聘薪酬激励存在的问题及原因 ..........................................13 第四章 A 公司薪酬激励优化方案设计 .................................................................14 第一节 A 公司薪酬激励优化原则 ..................................................................14 第二节 A 公司高层薪酬激励优化方案设计 ..................................................15 第三节 A 公司中层薪酬激励优化方案设计 ..................................................16 第四节 A 公司基层薪酬激励优化方案设计 ..................................................18 第五节 A 公司外聘薪酬激励优化方案设计 ..................................................19 第五章 A 公司薪酬激励优化实施的保障 .............................................................21 第一节 组织保障..............................................................................................21V 第二节 制度保障..............................................................................................21 第三节 文化保障..............................................................................................22 第四节 考核保障..............................................................................................22 第五节 监督保障..............................................................................................26 第六章 结论.............................................................................................................28