随着市场经济的不断深入和竞争日趋激烈，煤炭市场“去产能”“契约化”等大形势下，煤炭企业如何通过对薪酬体系的优化设计，达到激励员工、提高公司效益的目的，成为煤炭企业人力资源管理方面应用研究的热点。

论文根据选题背景和研究意义，在综述国内外研究现状的理论概念基础上，指出研究内容、方法及思路。以TL煤矿为研究对象，对TL煤矿进行简介，将人员划分为井下生产人员、井下辅助人员、地面其他人员、中层管理人员分别对其薪酬体系现状进行分析。采用问卷调查法，通过设计调查问卷，对信效度进行分析，了解员工对TL煤矿薪酬体系的满意度。根据问卷调查的结果，指出TL煤矿现有薪酬体系存在考核制度流于形式，与薪酬管理的关联性差，薪酬制度公平性不足，薪酬体系制度理念落后，缺少薪酬提升的渠道等问题。针对存在的问题，将TL煤矿的薪酬体系按照井下生产人员、井下辅助人员、地面其他人员、中层管理人员四个层次分别进行优化设计，通过重新确定岗位工资、优化考核体系、定岗定员、增设绩效工资优化系数、增加相关福利以及根据工作能力、工作态度对中层管理人员增加档次优化系数，达到激励员工积极性、提高企业经济效益的目的。薪酬体系优化后在运行的过程中一定存在这诸多的阻力。因此需要从健全组织机构、加强思想建设、完善企业文化、建设反馈机制四个方面对薪酬体系优化设计方案的运行进行保障，同时为像TL煤矿这样的国有煤矿企业的薪酬体系优化设计提供参考。

With the deepening of the market economy and the increasingly fierce competition, under the big situation of de-capacity and contract in the coal market, how to optimize the design of the salary system for coal enterprises to achieve the purpose of motivating employees and improving the company's benefits has become a hot spot in the application research of human resources management in coal enterprises.

According to the background and significance of the topic, this paper points out the research contents, methods and ideas on the basis of summarizing the theoretical concepts of domestic and foreign research status. Taking TL coal mine as the research object, this paper introduces TL coal mine, divides the personnel into underground production personnel, underground auxiliary personnel, other ground personnel and middle-level managers, and analyzes the current situation of their salary system. Using questionnaire survey method, through the design of questionnaire, reliability and validity analysis, to understand the satisfaction of employees to TL coal mine salary system. According to the results of the questionnaire survey, it is pointed out that the existing salary system of TL coal mine is a mere formality, the relevance with salary management is poor, the fairness of salary system is insufficient, the concept of salary system is backward, and the channel of salary promotion is lack. In view of the existing problems, the salary system of TL coal mine is optimized according to the four levels of underground production personnel, underground auxiliary personnel, other personnel on the ground and middle-level management personnel respectively. Through redefining the post salary, optimizing the assessment system, setting posts and staff, adding the optimization coefficient of performance salary, and increasing the level of middle-level managers according to their working ability and working attitude The optimization coefficient can stimulate the enthusiasm of employees and improve the economic benefits of enterprises. After the optimization of the salary system, there must be many resistance in the process of operation. Therefore, it is necessary to guarantee the smooth operation of the new salary system from five aspects: organization guarantee, ideological propaganda guarantee, human resources guarantee, corporate culture guarantee, feedback and communication mechanism guarantee, and provide reference for the salary system optimization design of state-owned coal enterprises like TL coal mine.