CD移动基层班组薪酬再设计研究

【作者】 杨海明；

【导师】 王国峰；

【作者基本信息】 电子科技大学 ， 工商管理， 2011， 硕士

【摘要】 21世纪是经济全球化时代和知识经济时代,科学技术迅猛发展,高新技术企业之间的竞争空前激烈。人力资源己经成为一个国家经济和社会发展最重要的战略资源,创造和应用知识、信息的能力与效率,成为决定一个国家综合国力和企业竞争力的要因素,而起关键作用在人才。面对激烈的人才争夺战争,企业的薪酬体系是企业吸引人才、激励人才和留住人才的关键。如何建立具有竞争力、激励性的有效薪酬体系,是企业面临的重要课题,同时也是许多类似移动公司的国内通信类企业在谋求发展过程中需要面临的严峻挑战。随着公司在全业务竞争环境下的战略转型的需要,区县分公司面临基层营销中心的工作内容逐渐增加,工作要求也不断提高,而员工工作激情减退的问题。过去公司主要围绕业务目标制定薪酬体系,目标法在过去实践过程中目标导向的激励作用明显,而局限性体现在工作业绩的突破没有体现,目标设计不合理可能降低员工工作激情,一线员工工作量直接体现不足。其次单纯的按量计酬能够在业务发展量上很好地激励员工,让员工直观看到付出与回报的直接关联。而不足之处是一些基础性工作和难量化工作得不到体现,重发展轻服务;员工易形成给钱办事的习惯。同时,庞大而复杂的积分体系,操作难度较大;实施中各分公司发展重点不同,很难形成统一的按量计酬标准;还有过去的绩效考核主要是以个人业绩为主,员工只关心自己的业绩,忽略与团队的配合。针对这些问题,在文中第三章分别从CD移动目前组织结构、人力资源管理现状和薪酬激励机制现状三个方面分析公司目前的基本现状,最后总结出公司现有薪酬体系存在的问题。在文中第四章分别从基层班组岗位、绩效考核管理优化现有的岗位和绩效管理体系,最后提出了适合于基层班组人员考核和激励的“1+3”薪酬体系。最后在第五章提出了针对再设计的薪酬激励体系如何实施具体方案,包括实施阶段的保障措施和和实施效果评估两项内容,以保障再设计的薪酬体系能在基层班组得到顺利的执行。更多还原

【Abstract】 21st century is the era of economic globalization and knowledge economy era, the rapid development of science and technology, high-tech enterprises unprecedented fierce competition between. Human resources has become a national economic and social development of the most important strategic resources, the creation and application of knowledge, information capacity and efficiency, in deciding a country’s comprehensive national strength and competitiveness of enterprises should factor into the sky a key role in talent. The face of fierce war for talent, companies pay system is the enterprise to attract talent, motivate and retain key talent. How to build a competitive, effective incentive pay system is an important issue facing businesses, but also many similar domestic telecom companies to seek high-tech enterprises in the development process need to face serious challenges.CD move after decades of development, has accumulated 12 million users, network and service expansion, scale of difficulty also increases. But at the moment, the mobile communications business is in a competitive environment all the strategic transition, facing a financial crisis, telecom reorganization, the three major challenges of market saturation. Bear the primary implementation of the strategy team, management implemented, the task of cultural ground is full of vitality and fighting corporate basis. Team of high and low quality of personnel, organizational capacity of the strength is directly related to the production run is smooth. Therefore, research in new forms of grass-roots team how to improve team cohesion, execution and creativity to fully mobilize the grassroots team and play potential, the CD mobile strategic transition has a positive role in promoting development.The paper moves through the grass-roots team appear on the CD is not high employee satisfaction, and create enthusiasm down the status quo, analysis, team management, especially in staff incentive compensation issues. Use of organizational behavior, human resource management theory to build grass-roots CD moves to meet its development team salary incentive system to stimulate the passion of the team, the grassroots team to create high-performance team.更多还原