文献综述外文翻译调查研究报告PPT等格式要求.doc

管理系本科生毕业论文相关材料 专 业 行政管理 届 别 学 号 姓 名 范莹莹 指导老师 刘春丹 目 录1.毕业论文文件综述2.毕业论文英文文件翻译3.毕业论文调查汇报4.毕业论文PPT演示文稿文件综述专 业 行政管理 届 别 管理系 学 号 姓 名 范莹莹 指导老师 刘春丹 文件综述一、 序言 伴随经济发展，薪酬问题变得越来越敏感而又难以管理。中国企业在薪酬管理方面还存在很多问题，这些问题严重阻碍了中国经济发展。新薪酬管理模式是针对不一样岗位职员进行激励，是依据职员在企业里岗位不一样采取不一样薪酬激励方法，尽可能满足每个职员最迫切需求，提升她们工作热情。在现代市场经济中，薪酬管理是企业人力资源管理中最关键最敏感管理步骤之一，对企业竞争能力有着很大影响。多年来，伴随企业经营机制逐步转换和建立现代企业制度需要，企业内部工资分配制度逐步由政府行为转变为企业本身行为。当企业真正取得了生产经营自主权以后， 怎样搞好企业利润在自我积累和职员分配之间关系，怎样客观、公正、公平、合理地报偿为企业做出贡献劳动者，从而现有利于企业发展，又能确保职员从薪酬中取得经济上、心理上满足，从而激活职员主动性和发明性，已成为企业本身必需处理好问题，然而，在实践中企业往往并不能有效处理这个问题，从而造成企业人才流失，造成企业成本增加。那么，怎样找到适应市场需要和现代企业制度相配套适合企业本身发展薪酬体系已成为企业紧迫要求，对薪酬体系方案设计便成为人力资源管理者关键研究课题。国外相关薪酬体系研究已经比较成熟。然而，中国学者对薪酬体系研究，大多停留在概念型描述阶段。在市场经济条件下，薪酬体系设计优劣直接关系到企业绩效高低。然后依据企业所处环境改变趋势展望了薪酬体系设计新趋势，以期对中国企业吸引人才、留住人才，提升人力资源管理水平有所裨益。二、国外理论界针对薪酬管理关键有以下研究结果。1、相关人需要方面理论很多，有些人将需要分为存在需要、关系需要和成长需要；还有人按需要起源把它分为自然需要和文化需要；按对象把它分为物质需要和精神需要等。不过马斯洛“需要层次理论”和赫茨伯格“双原因理论”，对人需要方面研究影响最大，成为内容型激励理论两个关键代表理论。（1）马斯洛“需要层次理论”。著名美国心理学家和行为学家马斯洛提出，人全部是有需要，其未满足需要产生她们工作动机，也是激励她们工作原因。然而这些需要又是以层次形式出现，由低级到高级分为五个层次。 第一层需要为生理需要，包含人类维持基础生存所需多种物质上需要，一旦不能满足，人生存就成了问题，也就根本谈不上别需要了。所以马斯洛认为通常经济不发达社会，必需首先研究并满足这方面需要。 第二层需要为安全需要，即指人类免去危险和威胁需要。这不仅要考虑到眼前，而且也要考虑到以后。 第三层需要为社交需要，也称感情和归属方面需要。这种需要包含和同事们保持良好关系，期望得到她人友爱，以使自己在感情上有所寄托。这些需要多半是在一定组织中，尤其是在非正式组织中得到满足。第四层需要为尊重需要，即期望她人对自己工作、人品、能力和才能给认可并给较高评价，期望自己在同事中间有一定威望和声誉，从而得到她人尊重并发挥一定影响力；尊重需要还包含自尊，自尊心是驱使大家奋发向上强大推进力。 第五层需要也即最高层次需要是自我实现需要，就是期望在工作上有所成就，在事业上有所建树，实现自己理想或理想。自我实现需要通常表现在两个方面：胜任感和成就感。马斯洛认为，人这五种需要是由低到高依次排列，只有排在较低层次需要得到满足，才能产生更高一级需要，所以，只有当较低层次需要得到充足满足后，后面需要才含有激励作用。（2）赫茨伯格“双原因理论”。“双原因理论”是由美国心理学家赫茨伯格提出。赫茨伯格认为，和传统观念不一样是，满意对立面不是不满意，而是没有满意；不满意对立面也不是满意，而是没有不满意。根据赫茨伯格见解，改善保健原因只能起到抚慰职员作用，带来是“没有不满意”而不一定能起到激励作用。所以，要想真正激励职员努力工作，就必需要去改善那些激励原因，这么才能增加职员工作满意感。实际上，经过仔细分析能够发觉，赫茨伯格“双原因理论”和马斯洛“需要层次理论”是兼容并蓄。赫茨伯格保健原因相当于马斯洛较低层次需要，而激励原因则相当于其高层次需要，只是马斯洛是针对需要本身而言，而赫茨伯格则是针对这些需要目标和诱所以言。从一定角度上说，赫茨伯格“双原因理论”在一定程度上验证了马斯洛“需要层次理论”，是在对个人所做部分基础假设基础之上。（3）雷蒙特.洛伊，约翰.霍伦拜尔和拜雷.格哈特在人力资源管理：赢得竞争优势一书中指出：除了有意义工作外，企业能够拿来交换雇员对生产率、质量和用户服务所作贡献最关键激励原因就莫过于薪酬了。另外，薪资和福利还被用来作为对雇员加入本企业所支付一个酬劳和吸引雇员一个手段。假如雇员对薪酬不满或认为企业工资福利分配不公，那么新工作设计，新技术、质量管理活动等对生产率主动作用就会受到损害。（4）韦恩.蒙迪和罗伯特.诺埃则针对薪酬决定原因展开讨论，分析了薪酬设计四大决定原因，即：组织、劳动力市场、工作、职员。（5）劳埃德.L.拜厄斯、莱斯利.W.鲁认为：大多数基础薪酬制度是基于组织中职位相对价值为特定职位确定工资范围。然后，同一职位上某职员绩效应该决定该职员工资落在该职位工资范围哪个点上。健全基础薪酬制度关键是为组织内部多个职位确定不一样工资范围。建立工资范围两个基础步骤：确定组织中多种职位相对价值（确保内部公平）。给多种职位定价，关键方法分别是职位评价和薪酬调查。三、中国学者相关薪酬管理理论研究也有相当多结果。（1）冯虹在现代企业人力资源管理书中指出薪酬三大功效：赔偿功效、激励功效、调整功效。认为薪酬管理含有以下意义：落实落实按劳分配主体标准关键步骤；有利于增强企业活力，促进生产力发展；改善企业经营管理，有利于深入完善企业经营机制。并介绍了薪酬管理内容及薪酬体系组成和影响薪酬水平原因。（2）王琪延在企业人力资源管理中指出企业要想在市场竞争中取得竞争优势，就必需要为职员提供合理薪酬。因为能否制订出含有竞争力薪酬制度，对于吸引、维系和激励优异人才为组织服务，提升职员工作满意度和对组织归属感，促进职员完成组织目标全部是至关关键。并对薪酬基础概念、薪酬管理内容、薪酬管理标准进行了较为全方面地叙述。（3）而关淑润在人力资源管理一书中，对工资管理进行了全方面叙述 ，认为：工资是企业以货币形式直接支付给职员部分，它是确保社会再生产得以进行必需条件，是按劳分配主体标准关键表现。（4）在现代企业人力资源管理一书中，作者关键针对经理人员酬劳进行分析，认为：和通常职员相比，经理人员酬劳不仅有数量上巨大差异而且有结构上差异。经理人员“额外收入”多，酬劳也更重视激励，经理人员收入中基础工资所占百分比较小，激励工资所占比重，比其在通常职员收入中占比关键大得多。四、总结 面对日益猛烈人才竞争，中国企业只有改变传统薪酬管理体制，才能留住人才，尤其是在中国加入WTO以后。中国企业建立适合本身发展道路薪酬管理体制，必需依据企业特点，对不一样定位职员实施不一样薪酬管理方法，让她们感到企业是真正了解自己，需要自己，进而提升本身工作热情，把企业把工作当成自己真实生活一部分，真正意识到企业兴衰成败和自己亲密相关。每个企业全部有自己不一样企业文化，面临不一样竞争环境，真正找到适合本身薪酬管理体制也不是 一蹴而就事情，每个企业全部要在不停探索中改善完善自己薪酬管理方法。中国企业实施薪酬管理新模式时必需注意两个关键问题：避免步入“唯薪酬论”和“薪酬无用论”误区，同时注意到企业薪酬管理不是一个独立个体，它要和企业战略、文化及人力资源管理系统联络起来。好薪酬制度会让职员认同企业文化，融入企业文化中，对企业产生归属感，更有利于留住人才，有利于企业长远发展。本文以保险企业为例，分析企业薪酬管理意义、现实状况和存在弊端，并依据所研究所得提出薪酬体制改革提议，以期能够对于企业薪酬管理体系完善有所帮助。本文经过研究提出以下方法用以改善薪酬体系完善：1 建立动态薪酬管理机制，创新管理策略；2 建立宽带型薪酬体系，深化薪酬理念；3 实施弹性化福利制度，满足不一样职员需求；4 对职员进行长久激励，增强激励效果。薪酬管理新模式对于职员来说，企业真正了解她们需要什么，从而尽可能给什么，使她们深深感受到自己是被需要，自己能力得到了发挥，所以她们得到了满足，不管是物质上满足还是心理上满足；对于企业来说，职员得到满足，从而她们工作热情提升，工作效率也随之提升，于是对企业对职员全部往好方向发展。参考文件 1p余晓明等, 浅析以人为本薪酬制度体系J,p企业活力, .1, 48,492p刘昕, 开启“宽带薪酬” J, 中外管理,p.2,p44,453p田木, 最高薪水航空企业J,p竞争力,p.2,p20,214p张忠元,向洪,p人力资本M,p中国时代经济出版社,p, 332,3365p李唯一, 中国工资制度M,p中国劳动出版社,p1991,p306,3086p美R?韦恩?蒙迪,罗伯特?M?诺埃,p人力资源管理M,(第六版),p经济科学出版社,p1998,p5177p奇善鸿,p新人力资源管理M,p 海天出版社,p,p272,2758p魏杰,p企业前沿问题M,p 中国发展出版社,p,p22p9p王一江,孔繁敏,p现代企业中人力资源管理M,p上海人民出版社,p 1999,p4,510 芮明杰, 管理学现代见解M,p上海人民出版社,p1999,p225,226英文文件翻译专 业 行政管理 届 别 管理系 学 号 姓 名 范莹莹 指导老师 刘春丹 Our enterprise managers incentive problems are discussedAn operator, the meaning and position in the companyOperators is based on the enterprise ownership and management, and with franchise corresponding a concept. The so-called operators refers to the enterprise engaged in the enterprise management, master of strategic decision and direct business activity and enterprise management benefit for the enterprise senior management personnel. Operator, different from the general manager or management personnel, operators, and generally have strategic decision-making management major strategic decision of executive power and have business decision-making; Managers of the enterprise economic benefit directly responsible and general managers of the functional operation only benefit for, The work of the enterprise operator of bottom-up development and direct and comprehensive influence, and general managers of enterprises is the effect of partial or indirect, The operator had a great risk and risk management work of the general lesser. The American state of Connecticut, nanotubes university professor Neil, enterprises in the value and significance of human resources is different. His two dimensions according to the value and the scarcity will be divided into four types of enterprise employees. Talent is the core enterprise of elite and backbone, operators, as a kind of human capital, they to the survival of enterprises, and plays an important role for the enterprise to create wealth, they extremely scarce, is one of the most valuable resource.Second, the content and the salary incentive effect(a) salary management contentSalary is narrow and general relativity, from the perspective of compensation for enterprise employees, provide labor is the monetary rewards and material reward, including: the total wages, bonuses, allowances, a commission, bonus, welfare, labor wage, etc. General salary reward and the economic efficiency of the reward. Economic compensation refers to the salary, bonus, welfare and public holidays, etc. The economy of enterprise and individual pay refers to the work itself is a kind of mental experience. Salary includes both external and internal salary, including salary. External direct salary and compensation includes indirect salary, namely basic wages, salaries and wages, reward performance vacation, allowances, insurance, Internal salary includes to participate in decision-making, greater degree of freedom, authority and responsibility work, personal growth opportunities, etc, it is a kind of invisible touched, is the enterprise without cost, but the salary of the employees have a strong incentive effect.(2) salary incentive effectEnterprise can satisfy the needs of employees and their life by efforts. Employees will put his income salary of comparison with others, and then judge pay attention to themselves, thus in the position of enterprise measure yourself. Salary in attracting, retaining and motivating employee has an important role. If the enterprise salary, reasonable design, accomplish fair, at the same time in the internal market and competitive, excellent staff wont because of compensation must be asked in post assessment, job analysis and evaluation of science position, fairness, motivation, economic cooperation and competition, etc. Enterprises salary system has certain regulation. By adjusting the salary relations, can break area, industry, business and department, human capital normal flow, rational configuration, which maximize the utilization rate of human capital, and human capital play a better role.Third, our country enterprise operator salary management status quo(a) our enterprise managers incentiveOperator, wage income ascendant trend overall. 1980-1984 annual income of $8.7 operators only, 1985-1993, the proportion of the yuan has reached 23.4%, and in 1994 and 1999 million yuan, while the proportion of income, the recent 59.5% level of wage income growth operator is accelerated, and in , has disclosed 1254 listed companies, the total annual 26.17 of senior executives billion yuan, personal average salary for 16.28 million yuan, in annual average 13.8 million executives personal growth 17.97%. Operator, wage income difference is very big. To be listed company as an example, not including unclaimed reward managers, 1 9 September 9 years listed company chairman for 47713 yuan, annual revenue of $380000, minimum for 1600 yuan, 1999, general average income for the listed company, the highest 5134 yuan RMB for 446500 3320 yuan only, the lowest. In , has disclosed 1254 listed companies in 1710.275 highest-paid executives personal RMB, and the lowest salary only 0.5 yuan, President took over 3420 difference between the two. In recent years a diverse forms of managers income. According to the survey of Chinese entrepreneurs survey system, the operator is a form of income monthly salary, bonus, add, risk mortgages due, dividend and stock dividends, options, the housing provident etc, and adopts the stock ownership incentive forms of managers income is higher.(2) Chinese operators salary system problems with hysteresisOperators salary system imperfect. The traditional salary is material, health care, not a comprehensive involves all aspects of incentive, lack of long-term incentives. The incentive compensation system operators. Lack of incentive factors, such as profit sharing and stock option plan. Insufficient incentive effect, the function of the business operators, major factors affecting operator is the most prominent factor of enthusiasm. Most directly caused by insufficient incentive the reasons there are at least three solutions: no contradiction to the enterprise should not give, For state-owned enterprises, government to dare not to think, The manager can not get. The structure of salary level, operators are not reasonable enough. Fixed compensation paid less than, float. But can reflect the current performance contribution to float operator performance bonuses paid (e.g., quarterly, etc.) play better effect, has not formed mainly form. Operators are rigid salary system, the enterprises salary still stay in comparison to float on the shallow, even some enterprises only clinging to a single like yearend prize this form. Operator salaries backward management. Salary management, enterprise still adopt the method of older, with the concept of planned economy management concept and lack of spirit to encourage the compensation form, can arouse the enthusiasm of operators truly, want to change the status quo, in practice, the summary, in order to further perfect, causes the enterprise to obtain the human resources of competitive advantage.Four, the operator salary management trends(a) economic compensation to the overall packages trend.Currently, the company will pay for only commonly, but actually, the economy in the work is completed, employees, especially the operator to get more comprehensive returns and reward. At present, in the developed countries has generally across-the-board pay concepts that can put compensation as purely economic compensation, not a single wage, salary, but economic it also includes the mental stimulation. With the improving of economic compensation for knowledge, the employee salary incentive effect will be greater. Our company will set up the comprehensive concept, will pay compensation and internal external compensation, material and spiritual encouragement and motivation of employees, and carry on the omni-directional incentive compensation system, in order to promote the perfect, in response to the challenges of globalization talents competition.(2) to the management of humanistic management.Compared with the management, the humanist management idea for people in the role of knowledge management and more profound. With the knowledge of new ability and learning capability has become the most prominent in the aspects of humanity. Can this management idea, emphasize including salary distribution management activities should be conducive to reflect and development ability. This requires enterprises should realize that in modern salary management system, the cost of the salary system and depends not only on spending more depending on the efficiency of the ability, based on the labor are often the most expensive cheap. Salary should not only be regarded as a kind of cost, more should be regarded as a kind of investment, one can bring the return value of investment, pay enterprise knowledge staffs salary should be a kind of human capital and the human cost.(3) short term incentive to long-term incentive trend.Enterprises should pay attention to the operator from short-term incentive to long-term incentives. Short-term properties easily lead to pay a lot of work, the operator behavior affect the sustainable development of the enterprises and long-term development strategy. In recent years, more and more enterprises have been implemented, including precipitation salary increment and stock shares performance, virtual stock plan, stock options, etc, in order to improve the long-term incentive long-term incentive effect.(4) increase satisfaction to increase loyalty trend.At present, many enterprises are faced with such confusion: enterprise often pay a high salary, but some core staff loyalty, instead of down. One of the important reasons for the salary pays attention to is just to have external competitiveness, but not enough to pay attention to the internal consistency, namely the employee salary level very seriously, but the salary structure of employees do not pay enough attention. Enterprises need to adapt to changing conditions, the need to pay attention to concern from ongoing effectiveness, pay salary strategy transformation, treat the core staff, a flexible and more humanized management system, not only for them to pay attention to them, but also participate in more revenue sharing enterprises.中国企业经营者薪酬激励问题探讨一、经营者涵义及其在企业所处地位“经营者”是基于企业全部权和经营权关系，并和“经营权”对应一个概念。所谓“经营者”，是指掌握企业经营权，从事企业战略性决议并直接对企业经营活动和企业经营效益负责企业高级管理人员。经营者不一样于通常管理人员或经理人员，经营者拥有战略决议权，而通常管理人员关键拥有战略决议实施权和业务决议权；经营者直接对企业经济效益负责，而通常管理人员只对职能部门运转效益负责；经营者工作对整个企业自下而上和发展产生直接和全方面影响，而通常管理人员对企业影响是局部或间接；经营者工作有很大风险性，而通常管理人职员作风险性较小。美国康奈大学斯奈尔教授认为，企业中人力资源价值及关键性是不一样。她根据价值和稀缺性两个维度将企业职员分为四种类型。关键人才是企业精英和骨干，经营者作为一个人力资本，