摘要随着生产技术的不断进步和市场多样化需求的持续增长，整车生产企业之间的竞争日益激烈。生产性员工是工厂有序生产的中坚力量，是企业利润的直接创造者，为在竞争中赢得一席之地，就必须更好地发员工的工作积极性。同时，全球经济正在处于深度调整期，以“工业4.0”为核心的智能制造改革成为传统产业转型升级的必然方向。汽车制造工业正在逐“”步向以知识为基础的智能制造过渡，对生产性员工的素质提出了更高的要求，优秀的生产性员工必然成为紧俏的人力资源。企业吸引并且保留人才的重要工具就是基于绩效的薪酬管理（即绩效薪酬管理），完善绩效薪酬管理对吸引和保留生产性员工有着重要意义。本文通过系统学习绩效薪酬相关理论，以一家生产制造企业S公司为研究对象，通过运用调查法、访谈法，全面分析该工厂生产性员工绩效薪酬管理的现状，诊断问题及其产生的原因，并结合公司战略、生产性员工的工作绩效特点，立足企业的实际情况，提出有针对性“”的优化措施。首先营造绩效导向的企业文化，然后完善绩效评价系统，最后建立与考核结果强关联的月奖、与年度绩效相匹配的年终奖、工资晋级等绩效薪酬管理体系。优化后的体系建立起绩效与薪酬的强关联，实现差异化激励，使员工提高工作效能，使薪酬支付获得更大的激励效果。同时，建立起相关的员工申诉和员工导出机制以保障方案的有效进行。关键词：生产性员工；绩效薪酬；差异化激励AbstractWiththecontinuousdevelopmentofproductiontechnologyandthecontinuousgrowthofmarketdiversificationdemands,thecompetitionamongvehiclemanufacturershasbecomeincreasinglyfierce.Theproductionstaffarethebackboneofthefactory'sorderlyproduction,andarethedirectcreatorsofthecompany'sprofits.Towinaplaceinthecompetition,employeesmustbemotivatedtoworkbetter.Atthesametime,theglobaleconomyisinaperiodofprofoundadjustment.TheintelligentmanufacturingreformwithIndustry4.0asitscorehasbecomeaninevitabledirectionforthetransformationandupgradingoftraditionalindustries.Theautomobilemanufacturingindustryisnowgraduallymakingatransitiontoaknowledge-based“smartmanufacturing”,whichimposeshigherrequirementsonthequalityoftheproductionstaff.Excellentproductionstaffareboundtobecometighthumanresources.Animportanttoolforcompaniestoattractandretaintalentsisperformanceandcompensationmanagement.Perfectingperformancecompensationmanagementisofgreatsignificancetoattractingandretainingtheproductionstaff.Thisarticlesystematicallystudiesperformance-relatedcompensationtheory,takesthetheproductionstaffofacompany'sfactoryastheresearchobject,andthroughtheuseofinvestigationmethodsandinterviewmethods,comprehensivelyanalyzesthestatusquoofperformancecompensationmanagementofthefactory'sproductionstaffanddiagnosesthecausesoftheproblems.Combiningthecompany'sstrategyandperformancecharacteristicsofproductionstaff,basedontheactualsituationofthecompany,putforwardtargetedoptimizationmeasures.First,establisha“performance-oriented”corporateculture,improvetheperformanceevaluationsystem,andthenestablishamonthlyawardthatisstronglyassociatedwiththeassessmentresults,year-endbonusesthatmatchtheannualperformance,salarypromotion,andotherperformancecompensationmanagement.Keywords:Theproductionstaff;performancecompensation;differentialincentivesI目录摘要..............................................................................................................................................1Abstract........................................................................................................................................II第1章绪论................................................................
