摘要
摘要
随着全球经济环境不断发展，现代企业无不面临转型和改革，尤其是国有
企业混合所有制改革后，企业面临更为严峻的考验。而企业人力管理作为现代
化企业管理的重要组成，高级人才的吸引、稳定和开发需要建立在一套符合企
业发展现状的薪酬体系。F公司作为光学领域的产业领头企业，员工构成相对较
为复杂，传统的薪酬体系已经无法满足企业后续发展的需要。F公司于 2019年
科创板上市后，标志企业正式步入成熟期阶段，成熟的瞬间需要转换为新起点。
结合对国内外学者的研究成果以及相关理论观点的整理来看，目前适合企业发
展的薪酬体系优化设计在理论层面和实践运用层面都有长足的发展，而面对不
断变化的国内外市场竞争环境，企业要保持自身健康稳定的发展需要采用以实
践分析为基础，与理论相结合摸索一套适合自身经营实际的全新薪酬体系。
本文研究采用了理论研究与实践研究相结合的方式，在对研究背景的分析
下，提出本文研究的目标和意义，在对薪酬管理、岗位评价和薪酬等级等定义
的诠释基础上，完成相关薪酬理论的分析比较。并以 F公司为实际案例研究对
象，通过分析 F公司经营现状和薪酬体系运行现状，并借助问卷调查开展企业
内部的薪酬满意度调查，并在此基础上详细分析了 F公司现有薪酬体系运行存
在的问题和成因。并结合宽带薪酬理论和激励理论，兼顾员工期望和公平需求，
提出了基于岗位职等优化的薪酬战略调整、薪酬结构调整、绩效考核方式优化
以及激励制度优化等方面解决对策和实施保障，有效的解决了 F公司当前薪酬
体系存在薪酬体系内外不公、绩效与薪酬脱钩以及岗位价值匹配失衡的问题。
为同领域规模企业在薪酬体系优化方面提供了具备一定普适性的研究参考借
鉴。
关键词：薪酬管理；薪酬体系；优化设计
I

Abstract
Abstract
With the continuous development of the global economic environment, all
modern enterprises are facing transformation and reform, especially after the mixed
ownership reform of state-owned enterprises, enterprises are facing more severe tests.
As an important component of modern enterprise management, enterprise human
resource management needs to establish a compensation system in line with the
current situation of enterprise development to attract, stabilize and develop senior
talents. As a leading enterprise in the optical field, F company has a relatively
complex staff composition, and the traditional compensation system can no longer
meet the needs of the subsequent development of the enterprise. After F company
listing on the SSE STAR MARKET in 2019, it marks that the enterprise has officially
entered the mature stage, the moment of maturity needs to be transformed into a new
starting point. Combined with the research results of scholars at home and abroad and
relevant theoretical perspectives, the current compensation system which could fit for
enterprises development applied to optimization design in the aspect of theory and
practice has greatly developed, and in the face of the changing domestic and
international market competition environment, enterprises need to keep its healthy
and stable development based on the practice analysis, Combined with the theory to
explore a new compensation system suitable for their own management practice.
This paper adopts the method of combining theoretical research with practical
research. Under the analysis of the research background, it puts forward the objective
and significance of this paper. On the basis of the interpretation of the definition of
compensation management, job evaluation and salary grade, it completes the analysis
and comparison of relevant compensation theories. Taking COMPANY F as the
actual case study object, the paper analyzes the operating status and operating status
of the compensation system of company F, and carries out an internal salary
satisfaction survey with the help of questionnaire survey. On this basis, the paper
II

Abstract
analyzes the problems and causes of the operation of the existing compensation
system of company F in detail. Combined with the broadband compensation theory
and incentive theory, and taking into account employees' expectations and equity
needs, the paper puts forward countermeasures and implementation guarantee for
compensation strategy adjustment, compensation structure adjustment, performance
appraisal method optimization and incentive system optimization based on post and
grade optimization. It effectively solves the problems of internal and external
unfairness, decoupling between performance and salary, and unbalance of post value
matching in the current compensation system of F Company. It provides universal
reference for the compensation system optimization of scale enterprises in the same
field.
Key Words：Compensation management； Compensation system；The optimization
design
III
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