岳阳联通公司激励机制优化研究
摘要
近年来,电信业被推到了世界经济的最前沿,快速增长的电信市场成为全球瞩目的竞争焦点,伴随着世界经济一体化的进程与知识经济时代的到来,企业面临的经营环境复杂多变,市场竞争越来越激烈,人力资源成为企业经营的首要资源,激励成为现代企业管理的核心职能之一。因此,建立起一套适合企业需求的激励机制,使人力资源的功能得到最大程度的发挥,就成为企业谋求生存与发展的必然选择。
岳阳联通公司作为一个大型电信企业的地市级分公司,和很多其它电信企业一样,在这几年得到迅速发展,但伴随着企业的扩张,公司出现了人力资源紧缺、员工满意度低、员工的潜能没有充分发挥现象,这些现象无疑会成为阻碍企业发展的瓶颈。
本文在对岳阳联通公司激励机制的现状及存在的问题进行调查分析后,运用传统激励理论与委托—代理理论,从企业可控资源以及激励诱导因素集合出发,从薪酬、职业发展、培训、文化认同四个方面提出了切合企业本身的员工激励措施,并提出从岗位评价、绩效管理、及沟通体系建立三个方面保障激励机制的实施的有效性。
上述激励机制的研究成果已应用岳阳联通公司,应用实践表明该研究可以对员工起到更为有效地激励效果。希望研究结果对我国其他类似企业激励机制的改革实践有一定的指导和参考意义。
Telecom industry became the most active area recent years, and apid growth of telecom market was the competition focus. With the pressure from the enhanced market competition is becoming fiercer, also with the continuous upgrade and development of the enterprises management capabilities, the small-middle enterprises have recognized importance of the human resources. Human resources management has become the core component of the enterprises management. Of which all the human resources management skills, incentive scheme is the fundamental system for every manager at all levels. Using the incentive scheme to movivate staff is also one of the main objectives when establishing the enterprises management system. YUEYANG Unicom is a large-scale communication enterprise, same as many other telecommunication enterprise, before this several years get prompt development. But with the enterprise dilation, the company has appeared human resources is short-supplied, employee degree of satisfaction is low, employee's latent energy does not bring a phenomenon into play sufficiently, these phenomenon may become the bottleneck hindering enterprise from developing beyond doubt.
According to the analysis of the survey of YUEYANG Unicom in this article on the incentives of the current situation and problems, and with the use of the traditional theory of incentives and the principal -agent theory, and from the enterprise reality as well, the thesis establishes four aspects, from the pay, career development, training, cultural identity to suit Enterprises' own staff incentives. And from the job evaluation, performance management, communication systems, it submits three aspects to the implementation of incentives to protect its effectiveness.
The above-mentioned incentives research has been applied in YUEYANG Unicom. The application of the research shows that employees can get incentives effected more. Hope that the results can play a certain degree of guidance and usage to other similar enterprises in China's reform and incentives practice.
岳阳联通公司作为一个大型电信企业的地市级分公司,和很多其它电信企业一样,在这几年得到迅速发展,但伴随着企业的扩张,公司出现了人力资源紧缺、员工满意度低、员工的潜能没有充分发挥现象,这些现象无疑会成为阻碍企业发展的瓶颈。
本文在对岳阳联通公司激励机制的现状及存在的问题进行调查分析后,运用传统激励理论与委托—代理理论,从企业可控资源以及激励诱导因素集合出发,从薪酬、职业发展、培训、文化认同四个方面提出了切合企业本身的员工激励措施,并提出从岗位评价、绩效管理、及沟通体系建立三个方面保障激励机制的实施的有效性。
上述激励机制的研究成果已应用岳阳联通公司,应用实践表明该研究可以对员工起到更为有效地激励效果。希望研究结果对我国其他类似企业激励机制的改革实践有一定的指导和参考意义。
Telecom industry became the most active area recent years, and apid growth of telecom market was the competition focus. With the pressure from the enhanced market competition is becoming fiercer, also with the continuous upgrade and development of the enterprises management capabilities, the small-middle enterprises have recognized importance of the human resources. Human resources management has become the core component of the enterprises management. Of which all the human resources management skills, incentive scheme is the fundamental system for every manager at all levels. Using the incentive scheme to movivate staff is also one of the main objectives when establishing the enterprises management system. YUEYANG Unicom is a large-scale communication enterprise, same as many other telecommunication enterprise, before this several years get prompt development. But with the enterprise dilation, the company has appeared human resources is short-supplied, employee degree of satisfaction is low, employee's latent energy does not bring a phenomenon into play sufficiently, these phenomenon may become the bottleneck hindering enterprise from developing beyond doubt.
According to the analysis of the survey of YUEYANG Unicom in this article on the incentives of the current situation and problems, and with the use of the traditional theory of incentives and the principal -agent theory, and from the enterprise reality as well, the thesis establishes four aspects, from the pay, career development, training, cultural identity to suit Enterprises' own staff incentives. And from the job evaluation, performance management, communication systems, it submits three aspects to the implementation of incentives to protect its effectiveness.
The above-mentioned incentives research has been applied in YUEYANG Unicom. The application of the research shows that employees can get incentives effected more. Hope that the results can play a certain degree of guidance and usage to other similar enterprises in China's reform and incentives practice.
引文
[1]刘正周著.管理激励.上海财经大学出版社,1998年9月第1版
[2]斯蒂芬·P·罗宾斯著.孙健敏李原译.管理学,第7版,2004
[3]C.P.Alderfer."An Empirical Test of a New Theory of Human Needs".Organizational Behavior and Human Performance,May 1969
[4]皮尤编.组织理论精粹.中国人民大学出版社,1990
[5]斯蒂芬·P·罗宾斯著.孙健敏.李原译《组织行为学》,第10版,中国人民大学出版社,2005
[6]周欣等主编.管理法则全书.中国致公出版社,1998
[7]颜爱民等编.人力资源管理理论与实务.中南大学出版社,2004
[8]张德.人力资源开发与管理.清华大学出版社,2003,9
[9]谢识予.经济博弈论.上海复旦大学出版社,2002.143
[10]Ross.S" The Economic theory of Agency,The principal' s problem"American Economic Review 1983.03.134
[11]李富福、李斌著.委托代理模型与激励机制分析,数量经济技术经济研究,2003(9)
[12]蒋辉存.企业激励机制探究与实践.首席人才官,2006
[13]Ostroff C.The relationship between satisfaction,attitudes and performance:An organizational level analysis.Journal of Applied Psychology,1992
[14]西蒙.管理行为(第一版).北京经济学院出版社,1991
[15]孙琳.企业如何激励员工,中国流通经济,2000(1):29-31
[16]张林.人力资源开发与管理.2003年(6)
[17]斯蒂芬·P·罗宾斯著.组织行为学.中国人民大学出版社,2004年,
[18]Jensen,M.C.andK.J.Murphy.Performance Pay and Top management Incentives,Journale Economy,ⅩCⅧ,1990
[19]戴铁良.职业生涯管理的内容.中国劳动.2001年11期
[20]高级人力资源管理师培训讲义,2006年,80页
[21]吕俊涛.浅谈双/多晋升制度.科学与技术管理,2003年,3月
[22]胡八一.激励员工全攻略,北京大学出版社,2007年,99
[23]王北生.现代企业必须树立“现代培训”的理念,中国培训,2002,9
[24]张德.人力资源开发与管理.2007年,268
[25]欧阳润平.企业伦理学.湖南人民出版社,2003,6
[26]魏秀丽著.员工管理实务,机械工业出版社2008年
[27]奚玉芹.企业薪酬与绩效管理体系设计.机械工业出版社,2002
[2]斯蒂芬·P·罗宾斯著.孙健敏李原译.管理学,第7版,2004
[3]C.P.Alderfer."An Empirical Test of a New Theory of Human Needs".Organizational Behavior and Human Performance,May 1969
[4]皮尤编.组织理论精粹.中国人民大学出版社,1990
[5]斯蒂芬·P·罗宾斯著.孙健敏.李原译《组织行为学》,第10版,中国人民大学出版社,2005
[6]周欣等主编.管理法则全书.中国致公出版社,1998
[7]颜爱民等编.人力资源管理理论与实务.中南大学出版社,2004
[8]张德.人力资源开发与管理.清华大学出版社,2003,9
[9]谢识予.经济博弈论.上海复旦大学出版社,2002.143
[10]Ross.S" The Economic theory of Agency,The principal' s problem"American Economic Review 1983.03.134
[11]李富福、李斌著.委托代理模型与激励机制分析,数量经济技术经济研究,2003(9)
[12]蒋辉存.企业激励机制探究与实践.首席人才官,2006
[13]Ostroff C.The relationship between satisfaction,attitudes and performance:An organizational level analysis.Journal of Applied Psychology,1992
[14]西蒙.管理行为(第一版).北京经济学院出版社,1991
[15]孙琳.企业如何激励员工,中国流通经济,2000(1):29-31
[16]张林.人力资源开发与管理.2003年(6)
[17]斯蒂芬·P·罗宾斯著.组织行为学.中国人民大学出版社,2004年,
[18]Jensen,M.C.andK.J.Murphy.Performance Pay and Top management Incentives,Journale Economy,ⅩCⅧ,1990
[19]戴铁良.职业生涯管理的内容.中国劳动.2001年11期
[20]高级人力资源管理师培训讲义,2006年,80页
[21]吕俊涛.浅谈双/多晋升制度.科学与技术管理,2003年,3月
[22]胡八一.激励员工全攻略,北京大学出版社,2007年,99
[23]王北生.现代企业必须树立“现代培训”的理念,中国培训,2002,9
[24]张德.人力资源开发与管理.2007年,268
[25]欧阳润平.企业伦理学.湖南人民出版社,2003,6
[26]魏秀丽著.员工管理实务,机械工业出版社2008年
[27]奚玉芹.企业薪酬与绩效管理体系设计.机械工业出版社,2002