HA电厂薪酬体系优化研究.pdfVIP

要 2008 年 10 月，华能集团正式收购了被当作不良资产从上市公司中剥离的HA 电厂，并迅速推进2 台66 万千瓦机组的扩建项目，现已列入江西省十一五规划重 点项目 华能收购后，HA 电厂不仅是扩建项目获得了阶段性进展，企业管理各个 方面也取得了长足的进步，组织机构、财务管理制度、内控制度都在积极地变革 或推行 但在企业薪酬管理方面，由于华能集团大多数电厂均为人员少、薪酬水 平较高的新建电厂，与企业绩效完全挂钩的华能集团现有薪酬体制无法适用于人 数多、薪酬水平低的老厂，所以HA 电厂仍沿用收购前的原有薪酬管理模式未作改 变 电厂的薪酬管理问题日益严重，薪酬体系公平性、激励性、战略性缺失，严 重影响了员工的工作积极性和企业管理效率 本文通 问卷调查等办法对HA 电厂 薪酬体系进行了深入的调查和分析，针对HA 电厂薪酬体系存在的问题，结合企业 的战略目标，按照薪酬体系设计的科学流程，展开对企业现有薪酬体系的优化设 计，建立了一套有利于激励员工的较高弹性薪酬体系，并提出了保障新体系实施 运行的相关措施 关键词：电力企业 薪酬体系 优化 1 Abstract In October,2008, Huaneng Power Group purchased HA power plant which was peeled from the listed companies as non-performing assets, and established soon the extension construction of two sets of ultra supercritical coal fired generating unit with a capacity of 660,000 kilowatts, now has been listed as a key proj ect of Eleventh Five Year Plan of Jiangxi Province. After purchased by Huaneng, AH Power Plant has made not only a stage development in expansion proj ect but also a significant progress in all aspects of business management,and the organizations, financial management systems and the internal control systems are being changed or implemented actively. However, the old salary system was still used ,not changed in AH Power plant, because the salary system used in the new-establised power plants,with staff fewer and salary higher, was not adapted with the one used in old power plants with staff more and salary less. The salary system problem got more and more serious ,with it s fairness ，incentive and strategy missing ,and it seriously affected the staff s working positive and business management efficiency . By the means of the pa