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實(shi)現(xian)多模(mo)(mo)塊(kuai)隨意組合(he)，根(gen)據企(qi)(qi)業(ye)發展戰略和(he)(he)(he)激勵(li)(li)需要快速應(ying)變，按照全面預算(suan)、人(ren)工(gong)(gong)(gong)(gong)成本控(kong)制的(de)(de)(de)(de)(de)(de)要求和(he)(he)(he)工(gong)(gong)(gong)(gong)資(zi)增(zeng)(zeng)(zeng)長目(mu)標實(shi)現(xian)有(you)(you)(you)(you)效(xiao)管(guan)(guan)(guan)控(kong)。陜(shan)西汽車(che)集團(tuan)(tuan)有(you)(you)(you)(you)限責任公司（簡稱(cheng)陜(shan)汽集團(tuan)(tuan)）構(gou)(gou)(gou)(gou)建的(de)(de)(de)(de)(de)(de)可(ke)(ke)實(shi)現(xian)充分激勵(li)(li)與有(you)(you)(you)(you)效(xiao)管(guan)(guan)(guan)控(kong)的(de)(de)(de)(de)(de)(de)結(jie)(jie)構(gou)(gou)(gou)(gou)薪(xin)酬(chou)(chou)(chou)(chou)(chou)管(guan)(guan)(guan)理體(ti)系(xi)(xi)主要由(you)結(jie)(jie)構(gou)(gou)(gou)(gou)薪(xin)酬(chou)(chou)(chou)(chou)(chou)管(guan)(guan)(guan)理制度(du)、結(jie)(jie)構(gou)(gou)(gou)(gou)薪(xin)酬(chou)(chou)(chou)(chou)(chou)管(guan)(guan)(guan)理組織機(ji)構(gou)(gou)(gou)(gou)和(he)(he)(he)結(jie)(jie)構(gou)(gou)(gou)(gou)薪(xin)酬(chou)(chou)(chou)(chou)(chou)信(xin)息交互平臺三部(bu)分組成。結(jie)(jie)構(gou)(gou)(gou)(gou)薪(xin)酬(chou)(chou)(chou)(chou)(chou)架構(gou)(gou)(gou)(gou)由(you)固定薪(xin)酬(chou)(chou)(chou)(chou)(chou)、變動(dong)薪(xin)酬(chou)(chou)(chou)(chou)(chou)和(he)(he)(he)獎罰津貼(tie)三個(ge)相互關聯、功(gong)能各異的(de)(de)(de)(de)(de)(de)模(mo)(mo)塊(kuai)構(gou)(gou)(gou)(gou)成。固定薪(xin)酬(chou)(chou)(chou)(chou)(chou)分為崗位工(gong)(gong)(gong)(gong)資(zi)、技能工(gong)(gong)(gong)(gong)資(zi)和(he)(he)(he)工(gong)(gong)(gong)(gong)齡(ling)工(gong)(gong)(gong)(gong)資(zi)三個(ge)基本模(mo)(mo)塊(kuai)。變動(dong)薪(xin)酬(chou)(chou)(chou)(chou)(chou)又稱(cheng)績效(xiao)工(gong)(gong)(gong)(gong)資(zi)，其在體(ti)系(xi)(xi)設計(ji)時(shi)就依據不(bu)(bu)同(tong)單(dan)(dan)位、不(bu)(bu)同(tong)產(chan)(chan)品(pin)或不(bu)(bu)同(tong)的(de)(de)(de)(de)(de)(de)運營特點，選擇了最(zui)具激勵(li)(li)效(xiao)果(guo)的(de)(de)(de)(de)(de)(de)計(ji)薪(xin)方式，設計(ji)了不(bu)(bu)同(tong)的(de)(de)(de)(de)(de)(de)計(ji)算(suan)辦法。生產(chan)(chan)單(dan)(dan)位為“計(ji)件工(gong)(gong)(gong)(gong)資(zi)＋質(zhi)量(liang)(liang)(liang)工(gong)(gong)(gong)(gong)資(zi)＋成本工(gong)(gong)(gong)(gong)資(zi)”，銷售部(bu)門(men)為“銷量(liang)(liang)(liang)工(gong)(gong)(gong)(gong)資(zi)＋利潤工(gong)(gong)(gong)(gong)資(zi)”，產(chan)(chan)品(pin)研發部(bu)門(men)、生產(chan)(chan)管(guan)(guan)(guan)理部(bu)門(men)、質(zhi)量(liang)(liang)(liang)管(guan)(guan)(guan)理部(bu)門(men)為“產(chan)(chan)值(zhi)工(gong)(gong)(gong)(gong)資(zi)＋質(zhi)量(liang)(liang)(liang)工(gong)(gong)(gong)(gong)資(zi)＋成本工(gong)(gong)(gong)(gong)資(zi)”，綜合(he)管(guan)(guan)(guan)理部(bu)室為產(chan)(chan)值(zhi)工(gong)(gong)(gong)(gong)資(zi)。這種由(you)多個(ge)具有(you)(you)(you)(you)不(bu)(bu)同(tong)激勵(li)(li)功(gong)能和(he)(he)(he)激勵(li)(li)效(xiao)果(guo)的(de)(de)(de)(de)(de)(de)模(mo)(mo)塊(kuai)構(gou)(gou)(gou)(gou)建的(de)(de)(de)(de)(de)(de)薪(xin)酬(chou)(chou)(chou)(chou)(chou)體(ti)系(xi)(xi)，既可(ke)(ke)在企(qi)(qi)業(ye)快速發展、產(chan)(chan)量(liang)(liang)(liang)銷量(liang)(liang)(liang)大(da)幅攀升時(shi)通過(guo)對變動(dong)薪(xin)酬(chou)(chou)(chou)(chou)(chou)計(ji)算(suan)方法的(de)(de)(de)(de)(de)(de)調整，控(kong)制薪(xin)酬(chou)(chou)(chou)(chou)(chou)過(guo)快增(zeng)(zeng)(zeng)長，又可(ke)(ke)在市場波動(dong)，企(qi)(qi)業(ye)運營不(bu)(bu)可(ke)(ke)控(kong)因(yin)素增(zeng)(zeng)(zeng)加、企(qi)(qi)業(ye)綜合(he)效(xiao)益下滑(hua)時(shi)通過(guo)固定薪(xin)酬(chou)(chou)(chou)(chou)(chou)保障員工(gong)(gong)(gong)(gong)基本生活。獎罰津貼(tie)的(de)(de)(de)(de)(de)(de)應(ying)用則使結(jie)(jie)構(gou)(gou)(gou)(gou)薪(xin)酬(chou)(chou)(chou)(chou)(chou)的(de)(de)(de)(de)(de)(de)應(ying)用更豐(feng)富靈活，激勵(li)(li)方式更加多姿多彩(cai)。

支持結(jie)(jie)(jie)構(gou)薪(xin)酬架構(gou)體(ti)(ti)系(xi)(xi)平穩運行(xing)的(de)(de)是陜汽集團(tuan)人力資(zi)源部自(zi)行(xing)設計開發的(de)(de)能進行(xing)薪(xin)酬數據運算、二(er)次分(fen)(fen)(fen)配結(jie)(jie)(jie)果校核(he)、薪(xin)酬水平統(tong)計分(fen)(fen)(fen)析(xi)(xi)、薪(xin)酬方案(an)(an)運行(xing)結(jie)(jie)(jie)果分(fen)(fen)(fen)析(xi)(xi)和及時進行(xing)重(zhong)(zhong)要數據自(zi)動備份(fen)保(bao)存的(de)(de)結(jie)(jie)(jie)構(gou)薪(xin)酬運算分(fen)(fen)(fen)析(xi)(xi)管(guan)理(li)(li)系(xi)(xi)統(tong)。為結(jie)(jie)(jie)構(gou)薪(xin)酬架構(gou)體(ti)(ti)系(xi)(xi)提供制(zhi)(zhi)度(du)支持的(de)(de)是，每年依據上(shang)年薪(xin)酬方案(an)(an)運行(xing)分(fen)(fen)(fen)析(xi)(xi)結(jie)(jie)(jie)果不斷修訂完(wan)善的(de)(de)年度(du)工(gong)資(zi)方案(an)(an)及與其(qi)關聯的(de)(de)制(zhi)(zhi)度(du)文件(jian)。現行(xing)結(jie)(jie)(jie)構(gou)薪(xin)酬架構(gou)體(ti)(ti)系(xi)(xi)制(zhi)(zhi)度(du)文件(jian)主要包(bao)括：《2011年工(gong)資(zi)方案(an)(an)》、《員工(gong)職業(ye)生(sheng)涯發展(zhan)管(guan)理(li)(li)辦(ban)法(fa)》、《工(gong)資(zi)管(guan)理(li)(li)規(gui)定》、《工(gong)時定額管(guan)理(li)(li)規(gui)定》、《二(er)級(ji)單位工(gong)資(zi)分(fen)(fen)(fen)配指(zhi)導意見》、《成本（利(li)潤）工(gong)資(zi)考核(he)方案(an)(an)》、《2011年質(zhi)量(liang)激勵(li)辦(ban)法(fa)》、《新上(shang)崗員工(gong)管(guan)理(li)(li)辦(ban)法(fa)》、《員工(gong)績效管(guan)理(li)(li)辦(ban)法(fa)》、《公(gong)司級(ji)項目績效與薪(xin)酬管(guan)理(li)(li)辦(ban)法(fa)》、《季度(du)重(zhong)(zhong)點工(gong)作管(guan)理(li)(li)辦(ban)法(fa)》和《日常指(zhi)標考核(he)辦(ban)法(fa)》等管(guan)理(li)(li)制(zhi)(zhi)度(du)文件(jian)。

固定(ding)薪酬(chou)(chou)、變動薪酬(chou)(chou)與(yu)獎罰津貼(tie)、業績管理與(yu)項(xiang)目(mu)管理共同(tong)構(gou)成了一個(ge)架構(gou)穩定(ding)的運(yun)維三角，同(tong)時保證著“結(jie)構(gou)薪酬(chou)(chou)”這種能實(shi)現充分激勵和有(you)效管控的薪酬(chou)(chou)架構(gou)的平穩運(yun)行。

一(yi)、制(zhi)(zhi)(zhi)度建(jian)設，搭建(jian)結(jie)(jie)構(gou)薪(xin)(xin)酬(chou)架構(gou)體(ti)系陜汽(qi)集(ji)團每年(nian)都會制(zhi)(zhi)(zhi)定(ding)頒發新的(de)(de)年(nian)度工(gong)資方(fang)案，并根據(ju)上年(nian)工(gong)資方(fang)案實(shi)際運行(xing)情況(kuang)和實(shi)際運行(xing)結(jie)(jie)果數據(ju)分析資料(liao)，結(jie)(jie)合公司發展戰(zhan)略(lve)和年(nian)度工(gong)作(zuo)方(fang)針(zhen)，應(ying)(ying)用(yong)最(zui)新的(de)(de)薪(xin)(xin)酬(chou)分配理(li)念對(dui)結(jie)(jie)構(gou)薪(xin)(xin)酬(chou)架構(gou)中(zhong)的(de)(de)模塊進行(xing)完(wan)善和調(diao)整。既讓企業(ye)倡導的(de)(de)行(xing)為及時(shi)得(de)到(dao)價值(zhi)回(hui)報，應(ying)(ying)用(yong)積(ji)極強化促使員工(gong)自(zi)覺自(zi)愿采取行(xing)動，又利用(yong)《崗位工(gong)作(zuo)標準》、《作(zuo)業(ye)指導書》規定(ding)工(gong)作(zuo)標準和具體(ti)職(zhi)責(ze)，通過(guo)消極強化，避免員工(gong)發生企業(ye)不希望出(chu)現的(de)(de)舉動。通過(guo)創新應(ying)(ying)用(yong)的(de)(de)各種管理(li)方(fang)法，在修訂(ding)完(wan)善中(zhong)不斷提高企業(ye)薪(xin)(xin)酬(chou)制(zhi)(zhi)(zhi)度的(de)(de)針(zhen)對(dui)性、靈(ling)活(huo)性和前瞻(zhan)性。

2010年，陜(shan)汽集(ji)團提出薪酬方案要“有(you)利于激勵單位(wei)(wei)、個人效(xiao)(xiao)率和效(xiao)(xiao)益的提高，鼓勵創(chuang)新及改善”，印(yin)發(fa)執行了《員工(gong)(gong)(gong)(gong)職(zhi)業生涯(ya)發(fa)展管理辦法(fa)》，將崗(gang)位(wei)(wei)工(gong)(gong)(gong)(gong)資(zi)(zi)(zi)、技能(neng)工(gong)(gong)(gong)(gong)資(zi)(zi)(zi)兩個模塊有(you)機關聯，明確(que)規定職(zhi)位(wei)(wei)和技能(neng)工(gong)(gong)(gong)(gong)資(zi)(zi)(zi)依據業績(ji)綜合評估結果晉(jin)升，崗(gang)位(wei)(wei)工(gong)(gong)(gong)(gong)資(zi)(zi)(zi)根據職(zhi)位(wei)(wei)級別(bie)(bie)晉(jin)升。將“績(ji)效(xiao)(xiao)工(gong)(gong)(gong)(gong)資(zi)(zi)(zi)”中的計件工(gong)(gong)(gong)(gong)資(zi)(zi)(zi)、銷量(liang)工(gong)(gong)(gong)(gong)資(zi)(zi)(zi)分(fen)別(bie)(bie)切塊分(fen)割成質量(liang)工(gong)(gong)(gong)(gong)資(zi)(zi)(zi)、成本(ben)工(gong)(gong)(gong)(gong)資(zi)(zi)(zi)與利潤工(gong)(gong)(gong)(gong)資(zi)(zi)(zi)，引導員工(gong)(gong)(gong)(gong)“由(you)關注(zhu)數(shu)量(liang)向關注(zhu)效(xiao)(xiao)能(neng)轉變，由(you)發(fa)工(gong)(gong)(gong)(gong)資(zi)(zi)(zi)向掙工(gong)(gong)(gong)(gong)資(zi)(zi)(zi)轉變”。

二、模塊集(ji)(ji)成(cheng)(cheng)，聚(ju)合結構(gou)(gou)(gou)薪(xin)(xin)酬(chou)豐(feng)富內(nei)涵(han)(han)設計(ji)結構(gou)(gou)(gou)薪(xin)(xin)酬(chou)激(ji)勵(li)(li)模塊之初(chu)(chu)，設定(ding)(ding)了全(quan)員(yuan)執行(xing)相同計(ji)發(fa)標準的(de)(de)(de)基本工(gong)(gong)(gong)資，根據(ju)實際執行(xing)效(xiao)(xiao)(xiao)果，于2008年取(qu)消(xiao)基本工(gong)(gong)(gong)資，將(jiang)其額度(du)核(he)入績(ji)效(xiao)(xiao)(xiao)工(gong)(gong)(gong)資，增加工(gong)(gong)(gong)資總額中變動工(gong)(gong)(gong)資部(bu)分(fen)，引導員(yuan)工(gong)(gong)(gong)關注(zhu)企業運營(ying)(ying)效(xiao)(xiao)(xiao)益；最初(chu)(chu)設計(ji)技(ji)能(neng)(neng)工(gong)(gong)(gong)資擬引導鼓(gu)勵(li)(li)員(yuan)工(gong)(gong)(gong)努(nu)力提高個(ge)人業務工(gong)(gong)(gong)作(zuo)(zuo)能(neng)(neng)力和專業技(ji)能(neng)(neng)，后來將(jiang)技(ji)能(neng)(neng)工(gong)(gong)(gong)資擴展為寬帶薪(xin)(xin)酬(chou)，取(qu)消(xiao)原(yuan)依據(ju)技(ji)術(shu)職(zhi)稱(cheng)、技(ji)能(neng)(neng)等級、行(xing)政級別設定(ding)(ding)的(de)(de)(de)技(ji)能(neng)(neng)工(gong)(gong)(gong)資晉(jin)升(sheng)(sheng)區間，變其晉(jin)升(sheng)(sheng)依據(ju)為業績(ji)積(ji)分(fen)，通(tong)過(guo)業績(ji)積(ji)分(fen)實現技(ji)能(neng)(neng)工(gong)(gong)(gong)資的(de)(de)(de)不受(shou)限晉(jin)升(sheng)(sheng)，引導員(yuan)工(gong)(gong)(gong)關注(zhu)工(gong)(gong)(gong)作(zuo)(zuo)績(ji)效(xiao)(xiao)(xiao)和持續創新；崗(gang)(gang)位(wei)工(gong)(gong)(gong)資設定(ding)(ding)之初(chu)(chu)向臟、苦(ku)、累、險(xian)崗(gang)(gang)位(wei)傾斜，實行(xing)“一崗(gang)(gang)一薪(xin)(xin)”，后來實行(xing)崗(gang)(gang)位(wei)工(gong)(gong)(gong)資可按技(ji)能(neng)(neng)工(gong)(gong)(gong)資標準對應的(de)(de)(de)職(zhi)級進(jin)行(xing)晉(jin)升(sheng)(sheng)，崗(gang)(gang)位(wei)工(gong)(gong)(gong)資晉(jin)升(sheng)(sheng)關聯著工(gong)(gong)(gong)作(zuo)(zuo)業績(ji)和所參與完成(cheng)(cheng)的(de)(de)(de)成(cheng)(cheng)果數(shu)量及在公(gong)(gong)司項目(mu)中擔(dan)當的(de)(de)(de)角色，引導員(yuan)工(gong)(gong)(gong)關注(zhu)基于個(ge)人工(gong)(gong)(gong)作(zuo)(zuo)職(zhi)責的(de)(de)(de)月度(du)目(mu)標的(de)(de)(de)完成(cheng)(cheng)和基于公(gong)(gong)司年度(du)運營(ying)(ying)目(mu)標層(ceng)層(ceng)的(de)(de)(de)分(fen)解(jie)。陜汽集(ji)(ji)團在結構(gou)(gou)(gou)薪(xin)(xin)酬(chou)架構(gou)(gou)(gou)搭建(jian)、模塊集(ji)(ji)成(cheng)(cheng)后，始終(zhong)以保證企業運營(ying)(ying)目(mu)標實現為終(zhong)極(ji)目(mu)的(de)(de)(de)，以滿足目(mu)標激(ji)勵(li)(li)需要為制度(du)修(xiu)訂原(yuan)則，不斷豐(feng)富各個(ge)激(ji)勵(li)(li)模塊的(de)(de)(de)內(nei)涵(han)(han)，并通(tong)過(guo)豐(feng)富內(nei)涵(han)(han)、強化(hua)功能(neng)(neng)，持續提升(sheng)(sheng)結構(gou)(gou)(gou)薪(xin)(xin)酬(chou)激(ji)勵(li)(li)制約效(xiao)(xiao)(xiao)果。

三(san)、功(gong)能(neng)強(qiang)化，打造(zao)結(jie)(jie)構(gou)薪(xin)酬激(ji)勵(li)效果每(mei)年修訂支(zhi)持結(jie)(jie)構(gou)薪(xin)酬架(jia)構(gou)體系運行的(de)(de)年度(du)工資方案，將研究與創新的(de)(de)側重點(dian)放在激(ji)勵(li)模塊的(de)(de)激(ji)勵(li)制約功(gong)能(neng)強(qiang)化上。

由結(jie)構薪酬架構原僅設立(li)關注產值(zhi)、產量(liang)(liang)和(he)銷量(liang)(liang)的績(ji)效工(gong)(gong)資、計件(jian)工(gong)(gong)資和(he)銷量(liang)(liang)工(gong)(gong)資，到關注效能(neng)，將績(ji)效、計件(jian)、銷量(liang)(liang)工(gong)(gong)資切塊分割成成本（利(li)潤）工(gong)(gong)資和(he)質量(liang)(liang)工(gong)(gong)資，并利(li)用(yong)新(xin)增工(gong)(gong)資充實新(xin)設工(gong)(gong)資模塊，強化其激(ji)勵、制約功能(neng)。

由(you)促使負責成本(ben)（利(li)潤(run)）工(gong)資(zi)和質(zhi)(zhi)(zhi)量(liang)(liang)(liang)(liang)工(gong)資(zi)管(guan)(guan)控(kong)的財務會計部(bu)(bu)(bu)與(yu)質(zhi)(zhi)(zhi)量(liang)(liang)(liang)(liang)管(guan)(guan)理(li)(li)(li)部(bu)(bu)(bu)，依據(ju)實(shi)(shi)(shi)際發(fa)放后的激勵(li)制(zhi)(zhi)約效果，逐步細化考核細則與(yu)計發(fa)辦法(fa)，提高新(xin)增(zeng)工(gong)資(zi)模(mo)塊激勵(li)制(zhi)(zhi)約有(you)效性。到(dao)(dao)落(luo)實(shi)(shi)(shi)公(gong)司質(zhi)(zhi)(zhi)量(liang)(liang)(liang)(liang)領先戰略，明(ming)確要(yao)求各實(shi)(shi)(shi)行(xing)質(zhi)(zhi)(zhi)量(liang)(liang)(liang)(liang)工(gong)資(zi)單(dan)位(wei)，積極探索質(zhi)(zhi)(zhi)量(liang)(liang)(liang)(liang)工(gong)資(zi)二次分配辦法(fa)，將質(zhi)(zhi)(zhi)量(liang)(liang)(liang)(liang)工(gong)資(zi)的再分配落(luo)實(shi)(shi)(shi)到(dao)(dao)所(suo)有(you)生(sheng)產(chan)(chan)班(ban)組，在班(ban)組質(zhi)(zhi)(zhi)量(liang)(liang)(liang)(liang)工(gong)資(zi)考核計發(fa)中實(shi)(shi)(shi)行(xing)班(ban)組整(zheng)體共進退(tui)，全班(ban)執行(xing)同一考核系(xi)數(shu)，班(ban)組出(chu)現質(zhi)(zhi)(zhi)量(liang)(liang)(liang)(liang)問(wen)題的質(zhi)(zhi)(zhi)量(liang)(liang)(liang)(liang)處罰(fa)，正副班(ban)長(chang)(chang)分別承擔(dan)罰(fa)額的25%，其余50%由(you)班(ban)長(chang)(chang)落(luo)實(shi)(shi)(shi)到(dao)(dao)具體責任人。同時(shi)規(gui)定產(chan)(chan)品售(shou)后質(zhi)(zhi)(zhi)量(liang)(liang)(liang)(liang)問(wen)題，產(chan)(chan)品營銷部(bu)(bu)(bu)門(men)可(ke)直接(jie)考核質(zhi)(zhi)(zhi)量(liang)(liang)(liang)(liang)管(guan)(guan)理(li)(li)(li)部(bu)(bu)(bu)與(yu)生(sheng)產(chan)(chan)制(zhi)(zhi)造部(bu)(bu)(bu)，要(yao)求質(zhi)(zhi)(zhi)量(liang)(liang)(liang)(liang)管(guan)(guan)理(li)(li)(li)部(bu)(bu)(bu)建立售(shou)后質(zhi)(zhi)(zhi)量(liang)(liang)(liang)(liang)問(wen)題快速歸(gui)零(ling)機制(zhi)(zhi)，售(shou)后產(chan)(chan)品質(zhi)(zhi)(zhi)量(liang)(liang)(liang)(liang)問(wen)題不能及時(shi)歸(gui)零(ling)的，營銷部(bu)(bu)(bu)門(men)可(ke)直接(jie)開具罰(fa)單(dan)對質(zhi)(zhi)(zhi)量(liang)(liang)(liang)(liang)管(guan)(guan)理(li)(li)(li)部(bu)(bu)(bu)進行(xing)處罰(fa)，罰(fa)額質(zhi)(zhi)(zhi)量(liang)(liang)(liang)(liang)管(guan)(guan)理(li)(li)(li)部(bu)(bu)(bu)需(xu)承擔(dan)10%，其余90%由(you)質(zhi)(zhi)(zhi)量(liang)(liang)(liang)(liang)管(guan)(guan)理(li)(li)(li)部(bu)(bu)(bu)落(luo)實(shi)(shi)(shi)具體責任單(dan)位(wei)，無法(fa)足額落(luo)實(shi)(shi)(shi)的部(bu)(bu)(bu)分由(you)質(zhi)(zhi)(zhi)量(liang)(liang)(liang)(liang)管(guan)(guan)理(li)(li)(li)部(bu)(bu)(bu)全額承擔(dan)。

此(ci)外，將原實(shi)(shi)行(xing)單(dan)(dan)一負激(ji)勵(li)、依據月度考(kao)核結(jie)果(guo)(guo)和考(kao)核系(xi)(xi)數計發(fa)(fa)績效(xiao)工(gong)資(zi)，變(bian)為變(bian)更(geng)考(kao)核方法，設立日(ri)常(chang)指標(biao)庫(ku)，實(shi)(shi)行(xing)系(xi)(xi)統獎罰，明確規(gui)定“所(suo)有(you)獎罰都(dou)必須落實(shi)(shi)具體責任人，實(shi)(shi)在無法落實(shi)(shi)的(de)，最少(shao)要落實(shi)(shi)到班組”，使罰款真(zhen)正(zheng)起(qi)到懲戒(jie)作用。從項目獎勵(li)實(shi)(shi)施(shi)范圍僅(jin)局限產(chan)品研發(fa)(fa)部門，變(bian)為將申報項目、推動(dong)項目管理(li)擴展至全部單(dan)(dan)位(wei)。結(jie)構(gou)(gou)薪(xin)酬架(jia)構(gou)(gou)體系(xi)(xi)根(gen)據企業(ye)發(fa)(fa)展戰略與管理(li)需(xu)要，進行(xing)各個功能模塊(kuai)的(de)強(qiang)化，并通過(guo)激(ji)勵(li)制(zhi)約功能強(qiang)化、豐富整個架(jia)構(gou)(gou)體系(xi)(xi)的(de)管理(li)功能和實(shi)(shi)際效(xiao)果(guo)(guo)。

四、戰(zhan)略思維，賦予(yu)結構薪(xin)(xin)酬(chou)制(zhi)度導(dao)(dao)(dao)向人力(li)資(zi)(zi)(zi)源部每年(nian)都會(hui)根據公司工(gong)(gong)作(zuo)方針和年(nian)度運(yun)營目標(biao)，進行激勵(li)(li)模(mo)塊具(ju)體導(dao)(dao)(dao)向的(de)(de)(de)(de)界定。為了(le)(le)(le)激勵(li)(li)員工(gong)(gong)忠誠企業(ye)(ye)、努力(li)工(gong)(gong)作(zuo)、樂于(yu)奉獻(xian)，不斷提高工(gong)(gong)作(zuo)績效(xiao)，結構薪(xin)(xin)酬(chou)在架構完善中，應用技能工(gong)(gong)資(zi)(zi)(zi)、崗位(wei)工(gong)(gong)資(zi)(zi)(zi)兩個模(mo)塊，搭(da)建了(le)(le)(le)員工(gong)(gong)職(zhi)業(ye)(ye)生涯發(fa)展通道，通過(guo)賦予(yu)技能工(gong)(gong)資(zi)(zi)(zi)、崗位(wei)工(gong)(gong)資(zi)(zi)(zi)新的(de)(de)(de)(de)內(nei)涵(han)，設立全新的(de)(de)(de)(de)技能、崗位(wei)晉升(sheng)渠道，引導(dao)(dao)(dao)員工(gong)(gong)關注工(gong)(gong)作(zuo)績效(xiao)，參與公司項目，并通過(guo)積極工(gong)(gong)作(zuo)提升(sheng)自己的(de)(de)(de)(de)能力(li)，實現(xian)快速成長。同樣，為了(le)(le)(le)實現(xian)“服務導(dao)(dao)(dao)向、質量導(dao)(dao)(dao)向、成本導(dao)(dao)(dao)向”的(de)(de)(de)(de)目標(biao)，促進企業(ye)(ye)盡快完成從傳統(tong)制(zhi)造(zao)業(ye)(ye)向“服務型制(zhi)造(zao)”的(de)(de)(de)(de)戰(zhan)略轉型，結構薪(xin)(xin)酬(chou)架構增(zeng)設了(le)(le)(le)“日(ri)常指標(biao)庫(ku)”和“系統(tong)獎罰”，并將(jiang)原單一的(de)(de)(de)(de)績效(xiao)工(gong)(gong)資(zi)(zi)(zi)、計件工(gong)(gong)資(zi)(zi)(zi)、銷(xiao)量工(gong)(gong)資(zi)(zi)(zi)，切(qie)塊分割為成本工(gong)(gong)資(zi)(zi)(zi)、利潤工(gong)(gong)資(zi)(zi)(zi)和質量工(gong)(gong)資(zi)(zi)(zi)，使結構薪(xin)(xin)酬(chou)各個激勵(li)(li)模(mo)塊在激勵(li)(li)制(zhi)約功能持續(xu)強化(hua)的(de)(de)(de)(de)同時擁有(you)了(le)(le)(le)支撐戰(zhan)略的(de)(de)(de)(de)明確導(dao)(dao)(dao)向。

五、總(zong)額(e)(e)管(guan)控(kong)，保(bao)證結構(gou)薪(xin)酬公(gong)(gong)(gong)平(ping)公(gong)(gong)(gong)正結構(gou)薪(xin)酬架構(gou)的公(gong)(gong)(gong)平(ping)、公(gong)(gong)(gong)正是通過對總(zong)額(e)(e)的有(you)(you)效(xiao)(xiao)管(guan)控(kong)實(shi)(shi)現的。有(you)(you)效(xiao)(xiao)管(guan)控(kong)的具體過程(cheng)是：每個(ge)年(nian)度(du)結束前，人力資(zi)源部對上年(nian)薪(xin)酬方(fang)案運行結構(gou)進行分(fen)析，并根(gen)(gen)據(ju)數據(ju)分(fen)析結果和(he)各個(ge)激勵制(zhi)約(yue)功(gong)能模(mo)塊(kuai)激勵制(zhi)約(yue)效(xiao)(xiao)果，決定(ding)(ding)修訂內容和(he)功(gong)能強化(hua)舉(ju)措，同時根(gen)(gen)據(ju)公(gong)(gong)(gong)司年(nian)度(du)運營目標、增資(zi)計劃與各基(ji)層(ceng)單(dan)位(wei)在公(gong)(gong)(gong)司戰略實(shi)(shi)現中的職能定(ding)(ding)位(wei)，對工(gong)資(zi)總(zong)額(e)(e)進行“充(chong)分(fen)考(kao)慮(lv)、留(liu)有(you)(you)余地”的全面預算(suan)和(he)切塊(kuai)分(fen)配(pei)，并重(zhong)新按年(nian)度(du)經(jing)營目標確(que)定(ding)(ding)新的產(chan)值(zhi)工(gong)資(zi)薪(xin)點、計件(jian)工(gong)資(zi)（輛份）、銷量工(gong)資(zi)（萬元）銷售回款工(gong)資(zi)含量標準(zhun)和(he)計算(suan)辦法。集團公(gong)(gong)(gong)司年(nian)度(du)工(gong)資(zi)方(fang)案制(zhi)定(ding)(ding)完(wan)成后(hou)，薪(xin)酬管(guan)理科與各基(ji)層(ceng)單(dan)位(wei)充(chong)分(fen)溝通，并要求(qiu)各基(ji)層(ceng)單(dan)位(wei)依據(ju)公(gong)(gong)(gong)司工(gong)資(zi)方(fang)案制(zhi)定(ding)(ding)工(gong)資(zi)二(er)(er)級分(fen)配(pei)方(fang)案，二(er)(er)級分(fen)配(pei)方(fang)案需(xu)經(jing)基(ji)層(ceng)單(dan)位(wei)職代(dai)會通過，并報(bao)集團公(gong)(gong)(gong)司人力資(zi)源部審核(he)備(bei)案。嚴格的管(guan)控(kong)措施(shi)、規范的管(guan)控(kong)流程(cheng)有(you)(you)效(xiao)(xiao)保(bao)證了(le)企業工(gong)資(zi)總(zong)額(e)(e)管(guan)控(kong)目標的實(shi)(shi)現和(he)工(gong)資(zi)二(er)(er)級分(fen)配(pei)的公(gong)(gong)(gong)平(ping)公(gong)(gong)(gong)正。

六(liu)、動態(tai)完(wan)善(shan)，實現結(jie)構薪(xin)(xin)酬(chou)優化配置結(jie)構薪(xin)(xin)酬(chou)架構在實際運行(xing)中一直以(yi)動態(tai)管(guan)理為優化各個模(mo)塊激勵(li)制(zhi)約功能的(de)重要手段和途徑。結(jie)構薪(xin)(xin)酬(chou)運行(xing)以(yi)來(lai)，除薪(xin)(xin)酬(chou)管(guan)理科每(mei)年(nian)定期修(xiu)訂(ding)完(wan)善(shan)印(yin)發(fa)新(xin)的(de)年(nian)度(du)(du)工資方案外，人力資源部(bu)還會對其他與其密切相關的(de)管(guan)理制(zhi)度(du)(du)進(jin)行(xing)完(wan)善(shan)和修(xiu)訂(ding)。其中包括(kuo)推(tui)行(xing)新(xin)的(de)項(xiang)(xiang)目管(guan)理制(zhi)度(du)(du)后，制(zhi)定印(yin)發(fa)的(de)《項(xiang)(xiang)目經(jing)理年(nian)薪(xin)(xin)及績效管(guan)理辦法》，還有鼓勵(li)班(ban)組員工創新(xin)改善(shan)，明確規定了(le)班(ban)組創新(xin)成(cheng)果(guo)認定后獎(jiang)勵(li)標(biao)準(zhun)的(de)《班(ban)組創新(xin)成(cheng)果(guo)管(guan)理辦法》。

實(shi)行(xing)動態管理的結(jie)構(gou)(gou)薪酬(chou)架構(gou)(gou)體系(xi)，持續進行(xing)的各激勵模塊(kuai)功能強化和不斷豐富的模塊(kuai)內涵(han)共同構(gou)(gou)成了一個極具活力和生命力的結(jie)構(gou)(gou)薪酬(chou)架構(gou)(gou)運(yun)行(xing)體系(xi)，在打(da)造企(qi)業(ye)人力資(zi)源優勢，保證企(qi)業(ye)快速(su)、穩定發展中(zhong)發揮了極其重(zhong)要的作(zuo)用。