本文關(guān)鍵詞： 激勵機(jī)制 中國聯(lián)通 一線員工 員工激勵　出處：《哈爾濱工業(yè)大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：在現(xiàn)實的企業(yè)人力資源管理中，往往會出現(xiàn)管理人員抱怨員工工作積極性不高，員工抱怨企業(yè)在薪酬、晉升等方面不公平的現(xiàn)象，盡管企業(yè)在不斷改進(jìn)和完善激勵機(jī)制，但所取得的效果卻不理想。 中國通訊行業(yè)改革以來，國內(nèi)電信運營商加快了整合重組步伐，并最終形成了中國移動、中國聯(lián)通和中國電信三家運營商三足鼎立的局面。中國聯(lián)通繼承了原電話局、原網(wǎng)通的業(yè)務(wù)，不但保留了更多的歷史包袱，而且在經(jīng)營管理中始終受到計劃經(jīng)濟(jì)體制的影響。在市場份額本來就落后中國移動的情況下，，中國電信的成立更是為聯(lián)通增加了一個新的強(qiáng)勁競爭對手。作為中國聯(lián)通分支機(jī)構(gòu)，中國聯(lián)通H市分公司不但要面臨殘酷的市場競爭壓力，還要加快推進(jìn)企業(yè)向公司化轉(zhuǎn)型的步伐，科學(xué)合理地完善相關(guān)制度設(shè)計，而一線員工激勵機(jī)制就是其需要著重完善的一項重要內(nèi)容。本文依據(jù)馬斯洛需求層次理論等相關(guān)理論，對中國聯(lián)通H市分公司一線員工結(jié)構(gòu)與需求特點進(jìn)行了調(diào)查分析。在此基礎(chǔ)上，通過與現(xiàn)行激勵機(jī)制進(jìn)行對比，發(fā)現(xiàn)現(xiàn)行激勵體制指標(biāo)設(shè)計單一，在薪水水平設(shè)置、福利待遇、員工晉升等方面不能有效滿足一線員工需求。針對以上問題，本文結(jié)合中國聯(lián)通H市分公司實際，從員工薪酬、福利待遇、員工培訓(xùn)、員工晉升、員工職業(yè)生涯設(shè)計等方面提出改進(jìn)措施，為企業(yè)適應(yīng)日益激烈的市場競爭環(huán)境爭取了主動，也為其他企業(yè)提供了一個參照的范本和寶貴經(jīng)驗。
[Abstract]:In the real enterprise human resource management, managers often complain that the employees' enthusiasm is not high, and the employees complain about the unfair phenomenon in the aspects of salary and promotion, even though the enterprise is constantly improving and perfecting the incentive mechanism, But the results are not ideal. Since the reform of China's telecommunications industry, domestic telecom operators have quickened the pace of integration and reorganization, and finally formed the situation of three operators, China Mobile, China Unicom and China Telecom. China Unicom inherited the former telephone office. The original Netcom business has not only retained more historical baggage, but also has always been affected by the planned economic system in its operation and management. When the market share is already behind that of China Mobile, The establishment of China Telecom has added a new strong competitor to China Unicom. As a branch of China Unicom, China Unicom H City Branch is facing not only cruel market competition pressure, It is also necessary to speed up the transformation of enterprises to corporatization, to improve the relevant system design scientifically and reasonably, and the incentive mechanism of front-line employees is an important content that needs to be improved. This paper bases on Maslow's theory of hierarchy of demand and other relevant theories. This paper makes an investigation and analysis on the structure and demand characteristics of front-line staff in H branch of China Unicom. On this basis, by comparing with the current incentive mechanism, it is found that the index of the current incentive system is single, the salary level is set, and the welfare treatment is obtained. Staff promotion and other aspects can not meet the needs of front-line staff. In view of the above problems, this paper combines the actual situation of China Unicom H branch, from employee compensation, welfare treatment, employee training, staff promotion, The improvement measures of employee's career design have been put forward, which has won the initiative for enterprises to adapt to the increasingly fierce market competition environment, and has also provided a reference model and valuable experience for other enterprises.
【學(xué)位授予單位】：哈爾濱工業(yè)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272.92;F626

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