【作者】 何思源；

【导师】 彭若弘；

【作者基本信息】 北京邮电大学 ， 工商管理， 2009， 硕士

【摘要】 薪酬体系是企业人力资源管理的重要组成部分。一个企业薪酬制度是否有效对激励员工和保持员工稳定性具有重要作用。随着国内企业之间竞争的加剧和发展的需要,越来越多的企业涉及到并购重组,并购重组后企业除了资产的重新整合外,更重要的工作是人力资源的整合。要想在并购企业中产生协同效应,发挥1+1>2的规模效应,必须处理好在企业并购中产生的人力资源整合的问题。而人力资源整合中最重要的一环就是薪酬的整合。根据企业管理的需要,重组企业必然要对薪酬体系进行重新设计。本文研究的就是中国联通锦州分公司和中国网通锦州分公司融合重组后,如何进行薪酬整合,在满足企业发展战略和薪酬成本需求的前提下,保持并提升员工对薪酬的满意度。由于薪酬制度具有非常强的背景依赖性。企业重组后薪酬制度能否促进组织效率,在于所选择的薪酬制度是否与企业所在的环境、企业的特点相匹配。所以重组企业在建立薪酬体系时应结合本企业的特点,,逐步建立和完善符合本企业特点的薪酬体系。本文的研究是通过调查分析,从企业的人力资源状况入手,分析重组前企业组织机构构成、人力资源的特点以及和各自的薪酬体系,并通过问卷调查对员工的薪酬满意度、薪酬预期等进行了统计分析,以找出两家企业薪酬方面所存在的主要差别,并根据企业的组织特点,进行重组后企业的薪酬体系的设计。在实证部分,通过对原联通、原网通薪酬体系的分析,再依据目前企业的状况,将企业的薪酬水平定位于市场追随策略。研究了如何进行锦州联通公司新的薪酬体系的设计,以及旧的薪酬体系套入新体系的原则。保证了大多数员工的利益不受影响,保证了核心员工的收入符合市场预期。本文以企业发展战略、人力资源管理、薪酬管理等理论为基础,运用薪酬设计的理论,结合分析锦州所处的环境,企业的特点以及员工的思想价值观等,设计了一套薪酬体系并分析旧的薪酬体系套入新体系的原则,以期对重组后锦州联通薪酬体系提出一些建议性意见。更多还原

【Abstract】 Compensation System is an important part of human resource management in the company, which plays an important role in encouraging staff and keeping stable. With the requirement of competition and development, more and more companies involved in annexation and reorganization, so human resource integration becomes the most important task except assets revalued. In order to realize the synergistic effect to make 1+1>2, we should solve the human resource integration perfectly. Compensation could be considered as the part of backbone of human resource integration. According to the enterprises management system, make a new compensation system is necessary for a re-organized company. This article will focus on studying how to make a reasonable compensation system to meet the requirement of long-term development and salary cost after China Unicom Jinzhou sub branch and CNC Jinzhou sub branch reorganized, to maintain and improve the satisfaction of salary.As compensation system depends a lot on background, so whether it could match the environment and companies characteristic will effect a lot on improving organizing efficiency. In that case, reorganized companies should consider own features a lot when making compensation system, establish and improve it step by step which could suit their own company. This paper analyze the former company’s organization system, human resource characteristic and compensation system before reorganization, make statistics on salary satisfaction and expectation by measures of questionnaire survey, in order to find the main diffidence between these two companies, and design a more reasonable compensation system suit for the reorganized enterprise.In the evidence part, the writer suggests that the salary standard should follow the market through analyzing the former two companies’ compensation system and present reorganized company’s situation. The writer also studies the new compensation system, as well as how to harmonize the old one with the new one together, to guarantee most employees’benefits and avoid against the market development.This paper basis on development strategy, human resource management and compensation management system, combined with compensation theory, as well as analyzing Jinzhou environment, company’s feature and value system, make up a compensation system and how to match the old with the new ones, in order to propose the good suggestion of compensation system for Jinzhou Unicom更多还原