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现阶段,烟草行业企业在进行重组整合后,面临一系列急需解决的问题,尤其是处在知识经济时代的大背景下,使得这些烟草行业企业无论从管理体制还是经营活动,都必须谋划出一条适合发展的新的道路。在这样的情况下,企业的人力资源管理便成为了首要改革的对象之一,而在人力资源管理中,薪酬管理又首当其冲。随着企业管理模式的转变,薪酬管理的定位已经或正在发生着改变,传统的薪酬体系已很难适应烟草行业企业高速发展的需要,这种传统的侧重于经济性薪酬的管理模式,在很大程度上阻碍了企业的进一步发展。薪酬所起的作用重要异常,那么烟草行业企业如何从自身薪酬管理角度出发,创建并实施一套适合于自身的薪酬管理体系,满足员工越来越理性的回报需求,是如今烟草行业企业都必须认真思考的问题之一。鉴于此,本课题对烟草行业薪酬问题进行研究,通过发现的问题找出其中的原委并找到合适的方法来解决问题。这样不仅能够对烟草行业企业的薪酬改革带来创新的理念,而且能够对我国国企的薪酬激励管理起到一定的指导作用,对国企在市场的激烈竞争中能够吸纳到更多的有用人才,进一步促进企业繁荣稳定的发展具有重要的现实意义。
At this stage, the tobacco industry enterprises face a series of problems that need to be solved urgently after the reorganization and integration, especially under the background of the knowledge-based economy, so that these tobacco industry enterprises must make a plan in terms of management system and business activities A new path for development. Under such circumstances, the human resources management of enterprises has become one of the objects of the primary reform. However, in the human resources management, compensation management is the first one to bear. With the change of business management mode, the orientation of compensation management has been or is changing. The traditional salary system has been difficult to adapt to the rapid development of tobacco industry. This traditional focus on the management mode of economic compensation, To a large extent hindered the further development of enterprises. So the important role of remuneration is abnormal. So how do tobacco industry enterprises create and implement a set of salary management system suitable for their own from the perspective of their own remuneration management so as to meet the increasingly rational employees’ return needs? Now, tobacco industry enterprises must One of the serious thinking issues. In view of this, the subject of the tobacco industry to study the issue of remuneration, find out the foundations of the problem and find the appropriate way to solve the problem. This will not only bring innovative ideas to the remuneration reform of tobacco industry enterprises, but also play a guiding role in the management of remuneration incentives of state-owned enterprises in our country. We will be able to attract more useful personnel to state-owned enterprises in fierce competition in the market. It is of great practical significance to promote the prosperity and stability of the enterprise.