摘要：21世纪，人类进入了一个以知识为主宰的全新经济时代，企业的人力资源开发、管理能力已逐渐成为影响企业生存、发展的核心能力之一。目前许多国有企业在人力资源管理方面普遍存在着观念滞后、系统不完善、人力资源从业人员专业化程度低等问题，导致国有企业在人力资源管理实践中面临着分配制度激励度不足、人才流失严重，员工积极性低下、绩效管理与战略脱节、绩效考核流于形式等一系列问题并严重制约了国有企业进一步增强竞争优势，面对未来的能力。

本文将结合时代公司的实际情况，试就如何在国有企业建立与现代企业制度相吻合的、市场导向的薪酬体系和绩效体系及实践管理问题进行研究，探讨如何在有限的激励资源下通过按职位付酬与按业绩付酬的有机结合尽可能多的激励员工、如何将企业战略通过绩效目标体系落实到每个员工从而提升企业竞争优势的有效途径。

　　为科学的解决按职位付酬的问题，在研究中经过对公司现有薪酬体系分析、问卷调查、主要人员深度访谈后，首先从学历、背景与经验，综合能力，管理性活动与职责，专业技术性活动与职责，事务性活动与职责，决策性活动与职责，工作环境与体能要求，社会与市场因素八个维度40多个子纬度对时代公司所有职位进行了评价；然后以此为基础为时代公司设计建立了薪点制薪酬体系；最后，通过薪点系数的变化运用在确保企业员工稳定的基础上实现时代公司薪酬水平与市场薪酬水平分层级、分阶段的逐步接轨。

在完成时代公司薪酬体系建立、实施后，为实现按职位付酬和按业绩付酬的有机结合，为时代公司设计了绩效管理体系。首先，通过目标分解流程，为时代公司建立了关键业绩指标（Key Performance Indicator）体系；其次，鉴于并非所有的职位的绩效目标都能完全用量化指标来衡量以及增加过程控制的原因，参照平衡记分卡的理念，为时代公司设计了的工作目标体系（Goal System），以实现从结果（KPI）和过程(GS)两个方面对员工业绩进行动态的管控。

关键词：人力资源管理，薪酬，绩效管理，职位评价

Abstract：In 21 century the world is leading to the knowledge economy times. Human resource development and management have become to one of key factors that influence the survival and development of enterprises. So how to improve human resource development and management through innovation in internal human resource management system, such as recruitment, labor, and salary has become to un-avoided challenge for state-owned enterprises.

At present state-owned enterprises are facing series of problems in human resource management, for instance, insufficient motivation, serious brain drain, etc., due to dated concepts, non-perfect system, non-professional human resource management employees. At the same time those problems have prevented state-owned enterprises for further development.

With the case study of Time Electrical Company（TEC）, this thesis is focused on how to establish compensation and performance management system in state-owned enterprises, which possess the characteristics of modern enterprises system and market-orientated system. Finally, the solutions fit to state-owned enterprises for series of problems in compensation system, performance management system, and management practice are offered in the thesis.

After the analysis of the existing compensation system, questionnaire, and interviews with key persons in the thesis, the position evaluation of TEC Company is provided through the Eagle System which is utilized from 8 dimensions, for instance, academic background, working experience, general abilities, management activities and responsibilities, professional activities and responsibilities, etc., and 75 sub-dimensions. Based on the position evaluation, position class oriented compensation system is designed for TEC. Finally, with the adjustment of position class factors in compensation system, the proposal that makes the compensation level of TEC reached the market level in different phases to ensure the stability of employees is offered for TEC.

After establishment of compensation system for TEC, the performance management system is provided. Based on the company strategy and annual operational plan, the Key Performance Indicator System is set up for TEC through the target analysis process. Then the Goal System with the concept of Balance Scorecard is proposed for TEC due to some un-accountable indicators and extra process. Finally, performance of employees can be measured in both process and results through KPI and Goal System.

Keywords: human resource management, compensation, performance management, position evaluation