高校薪酬管理的四重逻辑与路径选择  

Four logics and path selection of salary management in colleges and universities

作　　者：胡骏 HU Jun(Human Resources Office,Zhejiang University of Science and Technology,Hangzhou 310023,Zhejiang,China)

机构地区：[1]浙江科技大学人事处,杭州310023

出　　处：《浙江科技大学学报》2025年第2期163-169,共7页Journal of Zhejiang University of Science and Technology

摘　　要：薪酬管理是高校人力资源管理的重要组成部分,对高校的发展起着至关重要的作用。新中国成立以来,高校经过四次重大工资改革,逐渐形成了较为科学合理且具有激励作用的薪酬管理体系,但仍然存在着薪酬的外部竞争性和内部公平性不足、薪酬结构失衡及薪酬种类单一等问题,绩效的核定机制、评价体系、激励机制和沟通机制都不够完善,需注意公平与效率的平衡、人才引进与保留并重、激励与发展的结合,在实践中不断加以改进和完善,逐步建立知识价值导向、保障激励兼顾的薪酬管理制度,以吸引和留住优秀人才,实现高校的长远发展。Salary management is a crucial component of human resource management in colleges and universities and plays a vital role in their development.Since the founding of the People\s Republic of China,colleges and universities have undergone four major salary reforms,gradually establishing a relatively scientific and reasonable salary management system with an incentive-oriented approach.However,challenges still persist,such as insufficient external competitiveness and internal fairness of salaries,imbalanced salary structures,and a lack of diversity in remuneration types.Additionally,the mechanisms for performance assessment,evaluation systems,incentive schemes,and communication channels remain inadequate.In response to these,it is imperative to balance fairness and efficiency,prioritize both talent acquisition and retention,and integrate incentives with development.Continuous improvement and refinement in practice are necessary to gradually establish a salary management system that values knowledge,ensures both security and incentives,ultimately attracts and retains outstanding talent to achieve the long-term development of colleges and universities.

关 键 词：高校 薪酬管理 绩效 

分 类 号：G647[文化科学—高等教育学] F244[文化科学—教育学]