CD移动基层班组薪酬再设计研究
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。
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.
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。
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.
引文
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[2]彭剑锋.人力资源管理概[M].上海:复旦大学出版社,2008,87-89
[3]刘昕.薪酬管理[M].北京:中国人民大学出版社,2006,91-93
[4]朱瑜.绩效与薪酬管理实务[M].大连:中国纺织出版社,2007,101-104
[5]治·T·米尔科维奇.薪酬管理[M].浙江:企业管理出版社,2007,71-73
[6]张学力.企业薪酬设计与管理[M].广东经济出版社,2008,35-37
[7]王斌.薪酬设计六步法[M].上海:中国经济出版社,2008,34-36
[8]童旭.薪酬管理的研究与探索[D].哈尔滨工程大学硕士学位论文,2009,23-25
[9]曲丹.企业薪酬管理研究[D].哈尔滨工程大学硕士学位论文,2009,21-23
[10] Miller.JS, Candy RL.Self-monitoring and performance appraisal: rating outcomes In Project teams[J]. Journal of organizational Behavior, 2007(6):609-620
[11]杨剑.激励导向的新酬设计[M].大连:中国纺织出版社,2007,65-67
[12]托马斯J伯格曼(ThomasJ.Berann).薪酬决策[M].北京:中信出版社,2004,32-35 [l3]陈思明.现代薪酬学[M].北京:立信会计出版社,2008,40-43
[14]湛新民,张帆.薪酬设计技巧(第一版)[M].广东:广东经济出版社,2008,44-47
[15] Locke E A Latham G P. Work Motivation and Satisfaction:Light at the End of the Tunnel [J].Psychology Science.2007(01):P240-246 [16」冉斌.薪酬方案设计与操作[M].中国经济出版社,2003,53-56
[17]林泽炎.3P模式:中国企业人力资源管理操作方案[M].北京中信出版社,2001,30-34
[18]曾学.薪酬设计的原则和主要考虑的因素[J].管理突围网,2003(8):23-24
[19]余泽忠.绩效考核与薪酬管理[M].武汉:武汉大学出版社,2006,78-80
[20]陈英茹,张庆武.企业薪酬体系设计分析[J].现代企业,2007(8):41-42
[21]托马斯·B·威尔逊.薪酬框架[M].北京:华夏出版社,2007,61-67
[22]约翰·E·特鲁普曼.薪酬方案[M].上海:上海交通大学出版社,2006,54-47
[23]邹东涛.哈佛模式.人力资源管理[M],北京:人民日报出版社,2008,45-46
[24]鲁志军.F公司薪酬设计攻略[J],人力资源,2006(7):64-66
[25] Dayton Fandray. The New Thinking in Performance Appraisals [J].Workforce, 2001(5):17-19
[26]张武.企业薪酬激励体系设计分析[J].现代企业,2007(1):65-67
[27]曾庆学,师晓华.现代薪酬管理发展的新趋势[J],中国人力资源开发网,2006,66-67
[28]文跃然.让薪酬变革走向成功[J],人力资源HR经理人,2006(3):44-46
[29]章发旺.宽带薪酬-拿什么实现内部公平[J],人力资源,2006(8):68-69
[30]于立宏,邓光汉.基于能力的薪酬方案及其设计[J],薪酬管理精品课程网,2006(3)31-32
[31]李东华,对电信企业薪酬制度的思考[J],邮电企业管理,2008(4):71-72
[32]杨涛,马晓燕,我国薪酬制度发展的新思维[J],南方经济,2007年(2):21-24
[33]理查德·索普、吉尔·霍曼.企业薪酬体系设计与实施[M].姜红玲译.北京:电子工业出版社,2009,34-35
[2]彭剑锋.人力资源管理概[M].上海:复旦大学出版社,2008,87-89
[3]刘昕.薪酬管理[M].北京:中国人民大学出版社,2006,91-93
[4]朱瑜.绩效与薪酬管理实务[M].大连:中国纺织出版社,2007,101-104
[5]治·T·米尔科维奇.薪酬管理[M].浙江:企业管理出版社,2007,71-73
[6]张学力.企业薪酬设计与管理[M].广东经济出版社,2008,35-37
[7]王斌.薪酬设计六步法[M].上海:中国经济出版社,2008,34-36
[8]童旭.薪酬管理的研究与探索[D].哈尔滨工程大学硕士学位论文,2009,23-25
[9]曲丹.企业薪酬管理研究[D].哈尔滨工程大学硕士学位论文,2009,21-23
[10] Miller.JS, Candy RL.Self-monitoring and performance appraisal: rating outcomes In Project teams[J]. Journal of organizational Behavior, 2007(6):609-620
[11]杨剑.激励导向的新酬设计[M].大连:中国纺织出版社,2007,65-67
[12]托马斯J伯格曼(ThomasJ.Berann).薪酬决策[M].北京:中信出版社,2004,32-35 [l3]陈思明.现代薪酬学[M].北京:立信会计出版社,2008,40-43
[14]湛新民,张帆.薪酬设计技巧(第一版)[M].广东:广东经济出版社,2008,44-47
[15] Locke E A Latham G P. Work Motivation and Satisfaction:Light at the End of the Tunnel [J].Psychology Science.2007(01):P240-246 [16」冉斌.薪酬方案设计与操作[M].中国经济出版社,2003,53-56
[17]林泽炎.3P模式:中国企业人力资源管理操作方案[M].北京中信出版社,2001,30-34
[18]曾学.薪酬设计的原则和主要考虑的因素[J].管理突围网,2003(8):23-24
[19]余泽忠.绩效考核与薪酬管理[M].武汉:武汉大学出版社,2006,78-80
[20]陈英茹,张庆武.企业薪酬体系设计分析[J].现代企业,2007(8):41-42
[21]托马斯·B·威尔逊.薪酬框架[M].北京:华夏出版社,2007,61-67
[22]约翰·E·特鲁普曼.薪酬方案[M].上海:上海交通大学出版社,2006,54-47
[23]邹东涛.哈佛模式.人力资源管理[M],北京:人民日报出版社,2008,45-46
[24]鲁志军.F公司薪酬设计攻略[J],人力资源,2006(7):64-66
[25] Dayton Fandray. The New Thinking in Performance Appraisals [J].Workforce, 2001(5):17-19
[26]张武.企业薪酬激励体系设计分析[J].现代企业,2007(1):65-67
[27]曾庆学,师晓华.现代薪酬管理发展的新趋势[J],中国人力资源开发网,2006,66-67
[28]文跃然.让薪酬变革走向成功[J],人力资源HR经理人,2006(3):44-46
[29]章发旺.宽带薪酬-拿什么实现内部公平[J],人力资源,2006(8):68-69
[30]于立宏,邓光汉.基于能力的薪酬方案及其设计[J],薪酬管理精品课程网,2006(3)31-32
[31]李东华,对电信企业薪酬制度的思考[J],邮电企业管理,2008(4):71-72
[32]杨涛,马晓燕,我国薪酬制度发展的新思维[J],南方经济,2007年(2):21-24
[33]理查德·索普、吉尔·霍曼.企业薪酬体系设计与实施[M].姜红玲译.北京:电子工业出版社,2009,34-35