CL公司山东省分公司电话服务中心一线话务代表激励问题与对策研究
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摘要
在市场越来越完善的今天,企业对优质服务的关注也日益提高。如今,消费者在消费时更加注重产品的服务,一个企业的服务如何不仅关系到生产,更关系到生存。
本文采用理论研究与实证分析相结合的方法,以CL公司山东省分公司电话服务中心(以下简称CL山东电话中心)一线话务代表为研究对象,采取访谈及观察的方法收集信息,通过对CL山东电话中心激励制度及方法的现状分析,根据激励理论、员工满意度理论等基本理论,运用激励体系设计的方法,研究如何在CL山东公司经营策略的指引下,对CL山东电话中心针对性地设计出一套有效调动、提高员工工作积极性的CL山东电话中心一线话务代表激励对策。
本论文共分由5章内容构成。第1章绪论,主要介绍本文研究的背景、意义及研究对象、研究方法、论文的主要内容和创新点。第2章激励理论和员工满意度理论的文献综述,综合运用激励理论中的马斯洛的需要层次理论、赫兹伯格的双因素理论、弗鲁姆的期望理论、亚当斯公平理论及员工满意度理论等,从理论上阐述CL山东电话中心对一线话务代表进行激励的重要性和必要性。第3章CL山东电话中心话务代表工作现状与原因分析,介绍CL山东电话中心发展历程、组织结构及目前影响CL山东电话中心话务代表工作积极性的因素及现有的激励措施及效果,分析话务代表缺乏工作积极性带来的影响,为下一步设计激励对策打下基础。第4章CL山东电话中心激励对策,提出CL山东电话中心激励对策设计原则及总体设计思路,按照物质激励和精神激励相结合,建立多层次激励机制及实行差别激励的原则,结合CL山东电话中心实际情况,设计出可行的CL山东电话中心话务代表激励对策。第5章结论与展望,归纳总结本文的相关结论,指出本文的主要工作及结论还有待于进一步研究的问题。
Nowadays,the market has become better and better, while enterprises'attention on service quality is also increasing. Today, consumers pay more attention in products services during their consumptions. The service of an enterprise relates to not only its production, but also its survival.
In this paper, a combination of theoretical research and empirical analysis was used.The agent of CL Shandong Call Center (CLSDCC) represents as research object. Information was collected through interviews and observation. By analyzing status of CLSDCC's incentive system and method, referring to basic theories like the theory of encouragement and the employee satisfaction theory, and using incentive system design, to research on how to design an efficient incentive program for CLSDCC. The incentive program should based on the business strategy of CL Shandong and be specific to CLSDCC.
This paper is divided into five chapters. Chapter1is introduction thestudy's background, meaning,object and main innovative points, and also its research methods and the main content. Chapter2is a general summery of works on incentive theory and employee satisfaction theory. It will explain the theoretical importance of motivating agents of CLSDCC by the integrated use of Maslow's hierarchy of needs theory, Herzberg's two-factor theory, Vroom's expectancy theory, and Adams'Equity Theory and employee satisfaction theory.In Chapter3,work and status of CLSDCC will be discussed along with its development process and organizational structure. Factors that may affect the motivations of the agents will be analyzed and its negative impact will be showed. This could build the foundation for the designing of the incentive program. Chapter4suggests a new incentive program for CLSDCC, the program's design principles and the overall design ideas will be proposed, which combines material incentives and mental stimulation,to create multi-level and differential incentives.A feasible incentive program should be consistent to CLSDCC's actual situation. Chapter5is the conclusion and outlook of this essay. It will summarize the relevant conclusions of this article and point out questions that might require further study.
本文采用理论研究与实证分析相结合的方法,以CL公司山东省分公司电话服务中心(以下简称CL山东电话中心)一线话务代表为研究对象,采取访谈及观察的方法收集信息,通过对CL山东电话中心激励制度及方法的现状分析,根据激励理论、员工满意度理论等基本理论,运用激励体系设计的方法,研究如何在CL山东公司经营策略的指引下,对CL山东电话中心针对性地设计出一套有效调动、提高员工工作积极性的CL山东电话中心一线话务代表激励对策。
本论文共分由5章内容构成。第1章绪论,主要介绍本文研究的背景、意义及研究对象、研究方法、论文的主要内容和创新点。第2章激励理论和员工满意度理论的文献综述,综合运用激励理论中的马斯洛的需要层次理论、赫兹伯格的双因素理论、弗鲁姆的期望理论、亚当斯公平理论及员工满意度理论等,从理论上阐述CL山东电话中心对一线话务代表进行激励的重要性和必要性。第3章CL山东电话中心话务代表工作现状与原因分析,介绍CL山东电话中心发展历程、组织结构及目前影响CL山东电话中心话务代表工作积极性的因素及现有的激励措施及效果,分析话务代表缺乏工作积极性带来的影响,为下一步设计激励对策打下基础。第4章CL山东电话中心激励对策,提出CL山东电话中心激励对策设计原则及总体设计思路,按照物质激励和精神激励相结合,建立多层次激励机制及实行差别激励的原则,结合CL山东电话中心实际情况,设计出可行的CL山东电话中心话务代表激励对策。第5章结论与展望,归纳总结本文的相关结论,指出本文的主要工作及结论还有待于进一步研究的问题。
Nowadays,the market has become better and better, while enterprises'attention on service quality is also increasing. Today, consumers pay more attention in products services during their consumptions. The service of an enterprise relates to not only its production, but also its survival.
In this paper, a combination of theoretical research and empirical analysis was used.The agent of CL Shandong Call Center (CLSDCC) represents as research object. Information was collected through interviews and observation. By analyzing status of CLSDCC's incentive system and method, referring to basic theories like the theory of encouragement and the employee satisfaction theory, and using incentive system design, to research on how to design an efficient incentive program for CLSDCC. The incentive program should based on the business strategy of CL Shandong and be specific to CLSDCC.
This paper is divided into five chapters. Chapter1is introduction thestudy's background, meaning,object and main innovative points, and also its research methods and the main content. Chapter2is a general summery of works on incentive theory and employee satisfaction theory. It will explain the theoretical importance of motivating agents of CLSDCC by the integrated use of Maslow's hierarchy of needs theory, Herzberg's two-factor theory, Vroom's expectancy theory, and Adams'Equity Theory and employee satisfaction theory.In Chapter3,work and status of CLSDCC will be discussed along with its development process and organizational structure. Factors that may affect the motivations of the agents will be analyzed and its negative impact will be showed. This could build the foundation for the designing of the incentive program. Chapter4suggests a new incentive program for CLSDCC, the program's design principles and the overall design ideas will be proposed, which combines material incentives and mental stimulation,to create multi-level and differential incentives.A feasible incentive program should be consistent to CLSDCC's actual situation. Chapter5is the conclusion and outlook of this essay. It will summarize the relevant conclusions of this article and point out questions that might require further study.
引文
① 美国心理学家亚当斯(J·S.Adams)于1962—1965年在《工资不公平时对工作质量的影响》
① 蒋蓉华、金美兰《电信行业员工工作满意度探析》学术论坛2008年第08期
[1]周三多,陈传明,鲁明泓.管理学—原理与方法[M].上海：复旦大学出版社,2008.
[2]范莹.以个性为基础的员工激励.重庆建筑大学学报,重庆建筑大学出版社,2001，4.
[3]俞克纯等.激励,活力,凝聚力.北京：中国经济出版社,1998.3.
[4]彼得·圣吉.第五项修炼——学习型组织的艺术和实务[M].郭进龙译,上海三联书店,1998.7.
[5]弗雷德里克·赫茨伯格.再谈,你如何激励员工,管理成功要诀[M].天津科学技术出版社,1984.
[6]张峰.浅谈人力资源管理存在的问题及其对策[J].企业导报,2011.
[7]王东生.浅谈企业文化与人本管理[N].大同日报,2009,4,2.
[8]张瑞.论企业人力资源管理中激励机制的运用[J].企业导报,2011.
[9]张晓临.人本管理是制胜之道[N].德州日报,2009,10,30.
[10]加里·德斯勒.人力资源管理(1)(6).1999.
[11]赵蕾.激励机制在国有企业中的运用[J].交通世界(建养.机械),2011.
[12]徐来燕,李莉.人本管理促科学发展[N].中国邮政报,2009,7,28.
[13]乔治.伯兰德.人力资源管理[M].大连：东北财经大学出版社,2004.
[14]吴宁宁.坚持人本管理,提高领导艺术[N].甘肃日报,2009,1,21.
[15]王晓燕.企业员工有效激励手段探讨[J].人力资源管理,2011,(10).
[16]美国心理学家亚当斯(J·S. Adams)于1962—1965年在《工资不公平时对工作质量的影响》
[17]王欣丽.拿什么来管理你,我的80后员工——公司层面的80后员工潜能开发[J].改革与开放,2011.
[18]刘靳.人性假设理论对现代员工管理的启示[J].科学之友,2011,(03)：105-106
[19]杨红艳.运用制度与激励调动员工积极性[J].河北企业,2011,(09)：70-71
[20]王金星.企业管理应坚持以人为本[J].环渤海经济瞭望,2011.
[21]安莉.浅议如何激发国有企业知识型员工的高绩效行为——以A公司为例[J].人力资源管理,2010.
[22]付冀生,陈光建.论国有企业激励机制的建立与完善[J].现代经济信息,2011.
[23]李红.构建个别化的企业内部有效激励机制[J].人力资源管理,2011.
[24]季枫.国外企业激励理论述评.人力资源,2008,(06)：56-57
[25]张岩松等编著.人力资源管理案例精选精析[M].北京：中国社会科学出版社,2006.
[26]刘银花.薪酬管理[M].大连：东北财经大学出版社,2007.
[27]余凯成等编著.人力资源管理[M].大连：大连理工大学出版社,2002
[28]利布·拉纳姆.留住核心员工[M].中国劳动社会保障出版社,2004.
[29]于秀芝编著.人力资源管理[M].北京：经济管理出版社,2003.
[30]顾沉珠主编.人力资源管理实务[M].上海：复旦大学出版社,2005
[31]斯蒂芬·罗宾斯.管理学[M].中国人民大学出版社,2004.
[32]Kane V E.Process capability indices[J].Journal of Quality Technology,1976,18: 41-52.
[33]Schermerhorm J R.Management of Productivity[M].New York:John Wiley and Sons,1989, (3).
[34]Hall,Brian and Liebman,Jeffery,"Are CEOs Really Paid Like Bureaucrats?", Quarterly Journal of Economics,1998(8).
[35]Mincer,J.,1974.Schooling, Experience,and Earnings.NBER,New York.
① 蒋蓉华、金美兰《电信行业员工工作满意度探析》学术论坛2008年第08期
[1]周三多,陈传明,鲁明泓.管理学—原理与方法[M].上海：复旦大学出版社,2008.
[2]范莹.以个性为基础的员工激励.重庆建筑大学学报,重庆建筑大学出版社,2001，4.
[3]俞克纯等.激励,活力,凝聚力.北京：中国经济出版社,1998.3.
[4]彼得·圣吉.第五项修炼——学习型组织的艺术和实务[M].郭进龙译,上海三联书店,1998.7.
[5]弗雷德里克·赫茨伯格.再谈,你如何激励员工,管理成功要诀[M].天津科学技术出版社,1984.
[6]张峰.浅谈人力资源管理存在的问题及其对策[J].企业导报,2011.
[7]王东生.浅谈企业文化与人本管理[N].大同日报,2009,4,2.
[8]张瑞.论企业人力资源管理中激励机制的运用[J].企业导报,2011.
[9]张晓临.人本管理是制胜之道[N].德州日报,2009,10,30.
[10]加里·德斯勒.人力资源管理(1)(6).1999.
[11]赵蕾.激励机制在国有企业中的运用[J].交通世界(建养.机械),2011.
[12]徐来燕,李莉.人本管理促科学发展[N].中国邮政报,2009,7,28.
[13]乔治.伯兰德.人力资源管理[M].大连：东北财经大学出版社,2004.
[14]吴宁宁.坚持人本管理,提高领导艺术[N].甘肃日报,2009,1,21.
[15]王晓燕.企业员工有效激励手段探讨[J].人力资源管理,2011,(10).
[16]美国心理学家亚当斯(J·S. Adams)于1962—1965年在《工资不公平时对工作质量的影响》
[17]王欣丽.拿什么来管理你,我的80后员工——公司层面的80后员工潜能开发[J].改革与开放,2011.
[18]刘靳.人性假设理论对现代员工管理的启示[J].科学之友,2011,(03)：105-106
[19]杨红艳.运用制度与激励调动员工积极性[J].河北企业,2011,(09)：70-71
[20]王金星.企业管理应坚持以人为本[J].环渤海经济瞭望,2011.
[21]安莉.浅议如何激发国有企业知识型员工的高绩效行为——以A公司为例[J].人力资源管理,2010.
[22]付冀生,陈光建.论国有企业激励机制的建立与完善[J].现代经济信息,2011.
[23]李红.构建个别化的企业内部有效激励机制[J].人力资源管理,2011.
[24]季枫.国外企业激励理论述评.人力资源,2008,(06)：56-57
[25]张岩松等编著.人力资源管理案例精选精析[M].北京：中国社会科学出版社,2006.
[26]刘银花.薪酬管理[M].大连：东北财经大学出版社,2007.
[27]余凯成等编著.人力资源管理[M].大连：大连理工大学出版社,2002
[28]利布·拉纳姆.留住核心员工[M].中国劳动社会保障出版社,2004.
[29]于秀芝编著.人力资源管理[M].北京：经济管理出版社,2003.
[30]顾沉珠主编.人力资源管理实务[M].上海：复旦大学出版社,2005
[31]斯蒂芬·罗宾斯.管理学[M].中国人民大学出版社,2004.
[32]Kane V E.Process capability indices[J].Journal of Quality Technology,1976,18: 41-52.
[33]Schermerhorm J R.Management of Productivity[M].New York:John Wiley and Sons,1989, (3).
[34]Hall,Brian and Liebman,Jeffery,"Are CEOs Really Paid Like Bureaucrats?", Quarterly Journal of Economics,1998(8).
[35]Mincer,J.,1974.Schooling, Experience,and Earnings.NBER,New York.