摘要
改革开放以来，我国的发电事业取得了飞速的发展，为国家的经济增长做出了巨大
的贡献，随着技术的不断发展，新能源发电得到积极应用，与火力发电的需求形成一种
新的竞争形态。近年来，随着制定加大燃煤电厂超低排放等相关环保政策，随着加快能
源结构调整的步伐以及市场化改革的深入，火力发电企业面临的竞争也越来越大，不仅
面临节能减排的挑战而且要及时的转型升级提升能源的利用率满足国家对能源方面的
要求。在此情况下，火力发电企业不仅要面对外部的竞争，更应提高企业自身的管理水
平，薪酬管理作为有效的管理措施，薪酬体系建设作为人力资源管理体系中的重要组成
部分也越来越受到关注。基于火力发电企业普遍采取的以岗位评价来评定的薪酬体系，
如果它无法做到内部的公平公正，外部缺乏竞争力，将会制约企业的发展，无法充分的
调动一线员工的工作积极性，企业也缺乏凝聚力。只有建立行之有效的薪酬体系，才能
增强一线员工的归属感和忠诚度，增强企业的凝聚力。
本文通过所学知识，对 A火力发电企业现有的薪酬体系进行研究，依据 A火力发
电企业一线员工流失率增加的问题，展开调查，收集相关数据，做出相应的问卷调查，
了解到 A火力发电企业的薪酬管理体系存在的问题，提出相应的措施，建立以人为本，
以企业发展战略为基础的，适合于该企业的薪酬体系，健全薪酬管理制度，对岗位薪酬
制度进行优化，一是依据岗位价值重新定位岗位工资，依据技能和能力进行细化；以职
位为基础，确保员工能力与绩效的统一。二是结合绩效重新设置各相关要素，完善绩效
考核制度。三是使岗位工资与绩效工资更好的联系，提高绩效的有效性。最终使其对内
具有公平公正性，对外具有竞争力与吸引力。从而提升一线员工的满意度，激发员工的
工作积极性，让企业充满活力，适应当前的社会发展，创造更多的经济价值。针对相应
的优化措施提出相应的保障要求，确保优化措施更好的得到应运。将会有效的减少一线
员工的流失，增强一线员工的满意度，提高工作积极性，从而加强企业的竞争力，使企
业创造更大价值。
关键词：A企业一线员工；薪酬体系；岗位职能评价；优化措施
I

ABSTRACT
Since the reform and opening up, China's power generation industry has achieved rapid
development, has made a great contribution to the country's economic growth, with the continuous
development of technology, new energy power generation has been actively applied, and thermal power
generation needs to form a new form of competition. In recent years, with increasing coal ultra low
emission and other related environmental protection policies, along with speed up the adjustment of energy
structure as well as the development of the market-oriented reform, thermal power enterprises face the
competition is becoming more and more big, not only face the challenge of energy conservation and
emissions reduction and energy utilization in order to timely transformation and upgrading of the
promotion to meet the requirements of the state of energy. In this case, thermal power enterprises should
not only face external competition, but also improve their own management level. Compensation
management as an effective management measure, and compensation system construction as an important
part of human resource management system are more and more concerned. Based on the salary system
based on position evaluation commonly adopted by thermal power generation enterprises, if it fails to
achieve internal fairness and justice and lacks external competitiveness, it will restrict the development of
enterprises, unable to fully mobilize the work enthusiasm of front-line employees, and the enterprise will
lack cohesion. Only the establishment of effective compensation system can enhance the sense of
belonging and loyalty of front-line employees and enhance the cohesion of the enterprise.
Based on the knowledge, the existing compensation system for A thermal power enterprises are
studied, on the basis of A thermal power enterprise frontline staff turnover increase problems, investigating
and collecting the related data, makes the corresponding questionnaire survey, to understand A thermal
power enterprise salary management system existing problems, and put forward the corresponding
measures, establish people-oriented, Based on the development strategy of the enterprise, the compensation
management system suitable for the enterprise should be improved, and the post compensation system
should be optimized. First, the post salary should be repositioned according to the post value and refined
according to skills and abilities. Ensure alignment of competence and performance based on position. The
III
。。。以下略