摘要
摘要
薪酬一直是企业和员工最关心的问题，企业的持续发展必然有一个与之匹
配的薪酬管理。一个不匹配企业战略发展的薪酬管理，会造成人才持续流失，企
业竞争力逐渐减弱。与企业发展吻合的薪酬管理不仅可以提高员工工作积极性，
还能促进公司的营业额的增加，在提升企业核心竞争力的同时，员工找到自我价
值，实现员工与企业的共同发展。
A能源公司作为一家位于中东部地区，主营业务为电力工程勘察咨询及设
计和新能源开发的中小型企业。通过对 A能源公司员工的薪酬满意度及访谈结
果，发现 A能源公司存在诸多问题亟需解决，主要集中在薪酬结构不合理、薪
酬激励性差以及年轻员工对非货币性需求考虑较多，这些问题导致了 A能源公
司人才流失，企业核心竞争力持续下降，对 A能源公司薪酬管理进行优化势在
必行。
为解决这些问题，本文通过总报酬模型从留住人、吸引与激励人以及凝聚人
心三个层面对 A能源公司薪酬管理进行优化。遵循公平与激励的原则，以向骨
干员工及管理人员倾斜为导向，完善薪酬管理体系，并通过权力、资金、人员及
文化四大保障措施，让 A能源公司薪酬管理优化可以顺利平稳地实行。希望本
研究能达到提高 A能源公司员工薪酬满意度，降低离职率，稳定人才队伍建设
的效果。
关键词：薪酬管理优化、满意度、激励理论
III
Abstract
ABSTRACT
Compensation has always been the most concerning issue for enterprises and
employees. The sustainable development of enterprises must have a compensation
management matching it. A salary management that does not match the strategic
development of the enterprise will cause continuous loss of talent and gradually weaken
the competitiveness of the enterprise. Compensation management consistent with
enterprise development can not only improve employees' enthusiasm for work, but also
promote the increase of the business volume of the company. While enhancing the core
competitiveness of the enterprise, employees can find their self-value and realize the
joint development of staff and the company.
A Energy Company, as A small and medium-sized enterprise located in the central
andeastern region,ismainlyengaged inelectricpowerengineering survey,
consultation and design as well as new energy development. By means of A energy
company employees' pay satisfaction and interview results, found A energy company,
has many problems need to solve, mainly concentrated in the unreasonable salary
structure, salary incentive and young workers demand for non-monetary consideration
is more, theseproblems led to A braindrain energy company,enterprise core
competitiveness continued to decline, It is imperative to optimize the compensation
management of A Energy Company.
To resolve these questions, this paper optimized the compensation management
of A Energy Company from three aspects of retention, attraction and motivation, and
cohesion through the total compensation model. In accordance with the principle of
fairness and incentive, the compensation management system should be improved and
the compensation management optimization of A Energy Company can be carried out
smoothly through four guarantee measures of power, capital, personnel and culture. It
is hoped that this study can achieve the effect of improving employee salary satisfaction,
reducing dimission rate and stabilizing talent team construction of A Energy Company.
Key words: salary management optimization, satisfaction, motivation theory
IV
目录
目录
第1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...........2
1.2.1国外相关研究现状..........2
1.2.2国内相关研究现状..........4
1.2.3文献述评...........6
1.3本文的研究思路与方法.....7
1.3.1研究思路...........7
1.3.2研究方法...........8
1.4本文的创新与不足.........8
1.4.1论文的创新.........8
1.4.2论文的不足.........8
第2章相关概念的界定及理论基础.......10
2.1概念界定.........10
2.2.1新兴欧亿·体育（中国）有限公司..........10
2.2.2薪酬及薪酬管理...........10
2.2理论基础.........11
2.2.1薪酬激励理论......11
2.2.2总报酬模型........13
第3章 A能源公司薪酬管理现状、存在问题及原因........14
3.1 A能源公司概况 .........14
3.1.1 A能源公司简介...........14
3.1.2 A能源公司人员情况介绍..........14
3.1.3 A能源公司薪酬管理现状..........17
3.2 A能源公司基于总报酬模型的薪酬满意度现状调查 .......20
3.2.1 A能源公司基于总报酬模型的薪酬满意度问卷调查..20
3.2.2基于深度访谈结果分析.....24
3.3 A能源公司薪酬管理的问题及原因分析 ...28
3.3.1薪酬结构设计不合理，公平性较差...28
3.3.2绩效考核流于形式，激励性效果差.........29
3.3.3薪酬方案范围过于狭隘，缺乏非货币性薪酬福利....31
第4章 A能源公司薪酬管理优化必要性及优化方案........32
4.1 A能源公司薪酬优化的必要性 ....32
4.1.2外部环境变化......32
V