【文章內(nèi)容簡介】 斷 的學(xué)習(xí)過程中我體會到： 寫論文是一個(gè)不斷學(xué)習(xí)的過程，從最初剛寫論文時(shí)對企業(yè) 人力資源的戰(zhàn)略管理 的模糊認(rèn)識到最后能夠?qū)υ搯栴}有深刻的認(rèn)識，我體會到實(shí)踐對于學(xué)習(xí)的重要性，以前只是明白理論，沒有經(jīng)過實(shí)踐考察，對知識的理解不夠明確，通過這次的做，真正做到林論時(shí)間相結(jié)合。 總之，通過畢業(yè)設(shè)計(jì) ,我深刻體會到要做好一個(gè)完整的事情，需要有系統(tǒng)的思維方式和方法，對待要解決的問題，要耐心、要善于運(yùn)用已有的資源來充實(shí)自己。同時(shí)我也深刻的認(rèn)識到，在對待一個(gè)新事物時(shí)，一定要從整體考慮，完成一步之后再作下一步，這樣才能更加有效 謝辭 走的最快的總是時(shí)間，來不及感嘆， 雙學(xué)位的 生活已近尾聲， 兩 年多的努力與付出，隨著本次論文的完成，將要劃下完美的句號。 本論文設(shè)計(jì)在 劉冰 老師的悉心指導(dǎo)和嚴(yán)格要求下業(yè)已完成，從課題選擇到具體的寫作過程，論文初稿與定稿無不凝聚著 劉冰 老師的心血和汗水，在我的畢業(yè)設(shè)計(jì)期間， 劉冰 老師為我提供了種種專業(yè)知識上的指導(dǎo)和一些富于創(chuàng)造性的建議， 劉 老師一絲不茍的作風(fēng)，嚴(yán)謹(jǐn)求實(shí)的態(tài)度使我深受感動，沒有這樣的幫助和關(guān)懷和熏陶，我不會這么順利的完成畢業(yè)設(shè)計(jì)。在此向 劉冰 老師表示深深的感謝和崇高的敬意！ 在臨近畢業(yè)之際，我還要借此機(jī)會向在這 兩 年中給予我諸多教誨和幫助的各位老師表示由衷的謝意，感謝他們 兩 年來的辛勤栽培。不積跬步何以至千里，各位任課老師認(rèn)真負(fù)責(zé)，在他們的悉心幫助和支持下，我能夠很好的掌握和運(yùn)用專業(yè)知識，并在設(shè)計(jì)中得以體現(xiàn)，順利完成畢業(yè)論文。 同時(shí)，在論文寫作過程中，我還參考了有關(guān)的書籍和論文，在這里一并向有關(guān)的作者表示謝意。 我還要感謝同組的各位同學(xué)以，在畢業(yè)設(shè)計(jì)的這段時(shí)間里，你們給了我很多的啟發(fā)，提出了很多寶貴的意見，對于你們幫助和支持，在此我表示深深地感謝！ 畢業(yè)論文 14 參考文獻(xiàn) 1）招聘與選拔 .孫衛(wèi)敏著 .山東 .山東人民出版社 .（著作文獻(xiàn)） 2）薪酬管理 .劉昕著 . 中國人民大學(xué)出版社 .（著作文獻(xiàn)） 3）戰(zhàn)略性績效管理 .方振邦著 . 北京 .中國人民大學(xué)出版社 （著作文獻(xiàn)） 4)經(jīng)濟(jì)管理英語 .朱煜明 .西北工業(yè)大學(xué)出版社 .2021（著作文獻(xiàn)） 5）卓有成效的管理者 .彼得布魯克著 .機(jī)械工業(yè)出版社 .（著作文獻(xiàn)） 6）藍(lán)海戰(zhàn)略 .金昌為、莫博涅著 .商務(wù)印書館 .（著作文獻(xiàn)） 7）人力資源管理研究 .趙曙明著 .中國人民大學(xué)出版社 .2021（著作文獻(xiàn)） 8）人力資源管理理論與務(wù)實(shí) .繆洪元著 .電子科技大學(xué)出版社 .1995（著作文獻(xiàn)） 9）薪酬管理 .董克用譯 .中國人民大學(xué)出版社 .（著作文獻(xiàn)） 10）雙面神績效管理 .許玉林譯 .電子工業(yè)出版社 .（著作文獻(xiàn)） 11）馬斯洛管理 .亞伯拉罕馬斯洛 .（著作文獻(xiàn)） 12）戰(zhàn)略薪酬管理 .馬爾托奇奧著，楊東濤 錢峰譯 .中國人民大學(xué)出版社 .（著作文獻(xiàn)） 13） 戰(zhàn)略薪酬：人力資源管理方法 .約瑟夫等著 .社會科學(xué)出版社 .（著作文獻(xiàn)） 14）第五項(xiàng)修煉 學(xué)習(xí)型組織的藝術(shù)與任務(wù) .彼得圣吉著 .（著作文獻(xiàn)） 15）管人的真理 .斯蒂芬 P羅賓斯著 .中信出版社 .(著作文獻(xiàn) ) 畢業(yè)論文 15 附錄 1 .Compensation at Work Employee pensation1 refer s to all forms of pay or rewards going to employees and arising from their employment , and it has two main ponents . There are direct financial payments in the form of wages , salaries , incentives , missions , and bonuses , and there are indirect payments3 in the form of financial benefits like employer paid insurance and vacations . In turn , there are essentially two ways to make direct financial payments to employees: on increments of time and on performance . Most employees are still paid mostly based on the time they put in on the job . For example, bluecollar workers are usually paid hourly or daily wage。 this is sometimes called day work . Other employees especially managerial ,professional , and often secretarial and clerical are salaried . They are pensated on the basis of a longer period of time ( like a week , month , or yea r ) , rather than hourly or daily . The second option is to pay for performance . Piecework4 is an example。 it ties pensation directly to the amount of production ( or number of“ pieces”) the worker produces ,and is popular as an incentive pay plan . For instance , a worker’s hourly wage is divided by the standard number of units he or she is expected to produce in one hour . Then for each unit produced over and above this standard , the worker is paid an incentive . Salespeople’s missions are another example of pensation tied to production ( in this case, sales ) . Psychologists know that people have many needs , only some of which can be satisfied directly with money . Other needs for achievement , affiliation , security , or self actualization, for instance also motivate behavior , but can only be satisfied indirectly ( if a t all ) by money . Yet even with all our modern motivation techniques ( like job enrichment ) , there’s no doubt that money is still the most important motivator . As two researcher s put it : 畢業(yè)論文 16 Pay in one form or another is certainly one of the main springs of motivation in our society . The most evangelical5 human relationist insists it is important , while protesting that other things are too ( and are , perhaps , in his view, nobler ) . I t would be unnecessary to belabor the point if it were not for a tendency for money drives to slip out of focus in a miasma of other values and other practices . As it is , it must be repeated: Pay is the most important single motivator used in our anized society . Compensation Policies An employer’s pensation policies influence the wages and benefits it pays , since these policies provide important pensation guidelines . Such policies are usually written by the HR or pensation manager in conjunction with top management . One consideration is whether to be a leader or a follower regarding pay . For example , a hospital might have a policy of starting nurses at a wage of 20% above the prevailing market wage . The assumption that paying low wage rates makes a firm more petitive may be a “dangerous myth”. It’s a firm’s over all labor costs that determine how petitive it will be, and such costs are driven not just by pay rates but by productivity as well . As one expert points out ,“managers should remember that the issue is not just what you pay people, but also what they produce .” Other important policies include how to award salary increases and promotions , over time pay policy , and policies regarding probationary6 pay and leaves for military service,jury duty , and holidays . From a practical point of view, geography plays a role in pensation policies , too . For example , a job that paid ＄ 50 , 000 annually in Seattle , San Diego , or Houston would pay about ＄ 57 , 000 in New York City and almost ＄ 60 , 000 in San Jose, California, because of geographybased pay differ entials . 2 Equity and Its Impact on Pay Rates Finally , the need for equity is a critical factor in determining pay rates , specifica