K公司作为一家大型上市公司，多年来一直致力于航空新材料研发与生产、高端智能装备的研发与制造。经过多年的积累与发展，过程中历经重大资产重组，依托于上级单位的优质资源，K公司的业务发展趋势持续向好，客户群体的质量也在进一步上升。随着K公司的逐步发展，员工的薪酬问题愈发明显，员工的抱怨与离职、新员工难吸引难招聘成为人才发展路上的绊脚石。

本论文正是以K公司的核心“总部”作为研究对象，结合国内外学者的过完研究经验及成果，对K公司总部现行的薪酬体系进行研究，采用调查问卷及访谈调研的形式对现状进行梳理与统计，分析当下K公司总部薪酬体系出现的问题。经过研究结果表明，K公司总部薪酬体系存在以下几方面问题：薪酬水平总体缺乏激励性及外部竞争性；薪酬结构未体现付薪原则且缺乏合理性；薪酬构成及比例缺乏激励性。

针对现存的问题，本文进行成因分析并提出了改进与优化措施，首先要坚持以战略导向性、外部竞争性、内部公平性、业绩导向性、激励多样性为原则设计薪酬体系，薪酬水平方面：优化职业发展通道并对各岗位进行客观清晰的岗位价值评估，设定合理的薪级薪等，保证岗位在公司内部薪酬定级时的合理性与公平性；薪酬水平方面：调整K公司总部各层员工在市场中的发展定位，提升薪酬水平；薪酬构成方面：调整工资中的固浮比，提升薪酬整体激励性。期望通过本研究较为全面的完善K公司总部员工薪酬体系，提出后续保障措施，确保薪酬体系的有效运作和目的的达成。

Company K is a large listed enterprise dedicated to the research and development of new aviation materials and high-end intelligent equipment. After years of operation, major asset reorganization, and relying on the high-quality resources of the superior unit, Company K is developing steadily. With the development of Company K, the compensation problem of employees is becoming more and more obvious. The complaints and resignation of employees，the difficulty in attracting and recruiting new employees have become stumbling blocks in the development of talents.

This paper is to K company's core "headquarters" research object, combined with the research experience and achievements of domestic and foreign scholars, the current compensation system of K company headquarters research, through the form of questionnaire and interview survey to sort out and statistics, analysis of the current problems in the compensation system of K company headquarters. The research results show that the compensation system of K company headquarters has the following problems: the lack of incentive and external competitiveness of the compensation level; the lack of rationality of the compensation structure and the lack of rationality; the lack of incentive of the compensation structure and proportion. Aiming at the existing problems, this paper analyzes the causes and puts forward improvement and optimization measures. First of all, we should adhere to the principle of strategic orientation, external competitiveness, internal fairness, performance orientation, and incentive diversity to design the compensation system. In terms of compensation level: optimize the career development channel and evaluate the position value of each post objectively and clearly, set a reasonable salary level, etc., to ensure the rationality and fairness of the position in the company's internal compensation classification. In terms of compensation level: adjust the development positioning of employees at all levels of K company headquarters in the market, improve the compensation level. In terms of compensation structure: adjust the solid floating ratio in the salary, improve the overall incentive of the compensation. It is expected that this study can comprehensively improve the compensation system of staff in K company headquarters, put forward follow-up guarantee measures, and ensure the effective operation of the compensation system and the achievement of the purpose.