本文關(guān)鍵詞： 銷售企業(yè) 激勵(lì)機(jī)制 企業(yè)文化激勵(lì) 薪酬激勵(lì) 股權(quán)激勵(lì)　出處：《青島大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：FC公司青島分公司是快速成長(zhǎng)的一個(gè)企業(yè),近年來(lái)銷量保持了較大的增長(zhǎng),這與良好的激勵(lì)機(jī)制有很大的關(guān)系�？偣居兄鄬�(duì)完善的薪酬及福利激勵(lì)體系,對(duì)銷售團(tuán)隊(duì)的招聘及穩(wěn)定發(fā)展都起到了很大的作用。面對(duì)山東地區(qū)復(fù)雜的競(jìng)爭(zhēng)態(tài)勢(shì),以及員工新的激勵(lì)期望,現(xiàn)有的激勵(lì)機(jī)制也暴露出了一些問(wèn)題,包括薪酬激勵(lì)缺少刺激性、缺少管理激勵(lì)、股權(quán)激勵(lì)滯后、企業(yè)文化激勵(lì)缺失等。本文從著眼于解決問(wèn)題,對(duì)FC公司青島分公司激勵(lì)機(jī)制進(jìn)行了研究。本文分析了存在這些問(wèn)題的原因有員工安于現(xiàn)狀、銷售動(dòng)力不足,成長(zhǎng)激勵(lì)過(guò)于片面,股權(quán)激勵(lì)考慮不周全,忽視企業(yè)文化建設(shè)。為此,FC總公司青島分公司銷售激勵(lì)應(yīng)從以下方面進(jìn)行改善。一是增強(qiáng)企業(yè)文化激勵(lì),包括完善企業(yè)文化、加強(qiáng)企業(yè)文化實(shí)施。二是調(diào)整薪酬激勵(lì),包括設(shè)立銷售目標(biāo)激勵(lì)制度,進(jìn)行關(guān)鍵績(jī)效指標(biāo)導(dǎo)向設(shè)計(jì)和控制。三是豐富成長(zhǎng)激勵(lì),包括增強(qiáng)對(duì)員工的培訓(xùn),建立管理方向晉升機(jī)制。四是完善股權(quán)激勵(lì),包括全員股權(quán)激勵(lì)、定期進(jìn)行股權(quán)激勵(lì)調(diào)整。本研究提出的激勵(lì)機(jī)制改革方案對(duì)于促進(jìn)該公司的更大發(fā)展有著現(xiàn)實(shí)的積極意義,可以為企業(yè)提供激勵(lì)機(jī)制改革提供借鑒。
[Abstract]:FC Qingdao Branch is a rapidly growing enterprise, sales volume has maintained a large growth in recent years, which has a great deal to do with a good incentive mechanism. The head office has a relatively perfect salary and welfare incentive system. In the face of the complex competition situation in Shandong area and the new incentive expectation of employees, the existing incentive mechanism also exposed some problems. Including the lack of incentive compensation, lack of management incentive, equity incentive lag, lack of corporate culture incentive. This paper focuses on solving the problem. The incentive mechanism of FC Qingdao Branch is studied. This paper analyzes the reasons for these problems, such as the employees are satisfied with the current situation, the sales motivation is insufficient, the growth incentive is too one-sided, and the equity incentive is not well considered. Therefore, the sales incentive of Qingdao Branch of FC Corporation should be improved from the following aspects. The first is to strengthen the corporate culture incentive, including the improvement of corporate culture. Strengthen the implementation of corporate culture. Second, adjust salary incentives, including the establishment of sales target incentive system, key performance indicators oriented design and control. Third, enrich growth incentives, including enhancing staff training. The fourth is to perfect the equity incentive, including the all-employee equity incentive. The reform scheme of incentive mechanism proposed in this study has practical positive significance for promoting the greater development of the company and can provide a reference for enterprises to provide incentive mechanism reform.
【學(xué)位授予單位】：青島大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F49;F272.92

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