【摘要】：當(dāng)今社會上的市場競爭歸根究底都是人才的競爭,當(dāng)然國有通信行業(yè)也不例外。如今,通信施工市場開放,民營和混合所有制施工企業(yè)進入,國有壟斷性通信施工企業(yè)的行業(yè)議價能力和談判能力自然下降,加之不論是固話業(yè)務(wù),寬帶網(wǎng)絡(luò)業(yè)務(wù),還是手機用戶普及率也日趨接近飽和狀態(tài),通信施工市場蛋糕基本劃分完畢。因此,Z公司作為一間中國通服旗下大型的國有通信建設(shè)公司,近年的工作思路只能作出轉(zhuǎn)變,采取多元化業(yè)務(wù)模式,并大力拓展區(qū)域市場版圖,打響公司品牌,立足自主拓展、自主實施,以不影響中國通服集團整體利益的前提下,精耕細作,緊跟國家一帶一路政策,主攻國家級總包大項目,由原來一直只固守廣州業(yè)務(wù),逐漸擴大領(lǐng)域,把業(yè)務(wù)拓展至市外、省外,逐步布局全國。但Z公司以往從來沒有把業(yè)務(wù)拓展至省外的經(jīng)驗,在新的地域市場里要保持又好又快又穩(wěn)健的發(fā)展勢頭,在資金、技術(shù)和社會資源既定的情況下,決勝市場的關(guān)鍵因素是企業(yè)的經(jīng)營管理、技術(shù)拓展和服務(wù)水平,而承載這一切的因素都是人,針對市外,省外的業(yè)務(wù),異地派駐人員將起到十分重要的作用,如何采取有效措施激勵管理異地員工成為了Z公司的重要課題。本文以Z公司國內(nèi)異地派駐員工為研究對象,通過采用問卷調(diào)查、深入訪談的方式,對異地派駐人員的需求重要因素以及激勵影響因素的滿意度進行了調(diào)查分析,根據(jù)需要度與滿意度的對比,得出異地派駐人員在激勵方面重點需要改進的五個項目,分別是薪酬、福利、績效、職業(yè)生涯和培訓(xùn)。接著通過與部分異地派駐員工進行深入的訪談以及仔細觀察思考,全面剖析此五個項目的問題歸結(jié)點所在,再靈活運用不同的激勵理論與激勵方法,根據(jù)通信施工行業(yè)和Z公司異地派駐人員的特點,針對重點改進項目設(shè)計出Z公司異地派駐人員激勵機制的優(yōu)化方案,并制定與之相配套的保障措施,保證激勵機制的實施,以提高異地派駐員工的積極性,為Z公司異地派駐人員激勵機制提供參考,從而提高Z公司開拓異地市場的競爭力,使公司得到持續(xù)健康有序的發(fā)展。另外,希望以此見微知著,對同類國有施工企業(yè)在轉(zhuǎn)型開拓向外發(fā)展中,人員激勵建設(shè)方面起到一定的參照作用。
[Abstract]:In the final analysis, the market competition in today's society is the competition of talents, of course, the state-owned communication industry is no exception. Today, with the opening of the communications construction market and the entry of private and mixed ownership construction enterprises, the industry bargaining power and negotiation ability of state-owned monopoly telecommunications construction enterprises have naturally declined, as well as the fixed telephone business and broadband network business. Or mobile phone penetration rate is also increasingly close to saturation, communications construction market cake is basically divided. Therefore, Z Company, as a large state-owned communications construction company under China Telecom, can only make a change in its thinking in recent years, adopt a diversified business model, and vigorously expand the territory of the regional market and create a company brand. Based on independent development, independent implementation, in order not to affect the overall interests of China Tongfu Group, intensive and detailed farming, in line with the policy of national Belt and Road, the main focus of the national general package project, from the original only adhered to Guangzhou business. Gradually expand the field, expand the business to outside the city, provincial, gradual layout of the whole country. But Z has never had the experience of expanding its business to outside the province. In the new regional market, it is necessary to maintain a good, fast and steady momentum of development, with established capital, technology, and social resources. The key factors in the decisive market are the business management, technological expansion and service level of the enterprise, and the factors that carry all this are people. For the business outside the city and outside the province, the presence of personnel in different places will play a very important role. How to take effective measures to motivate and manage employees in different places has become an important topic in Z Company. This paper takes the domestic staff of Z company as the research object, through the way of questionnaire investigation and in-depth interview, the paper makes an investigation and analysis on the important factors of the demand and the satisfaction of the incentive factors of the personnel stationed in the different places. According to the comparison between the degree of need and the degree of satisfaction, it is concluded that there are five items that need to be improved in terms of motivation, namely salary, welfare, performance, career and training. Then through in-depth interviews and careful observation and reflection with some staff stationed in different places, the paper analyzes the problems of these five projects comprehensively, and then flexibly applies different incentive theories and incentive methods. According to the characteristics of the personnel stationed in different places in the communication construction industry and Z Company, the optimization scheme of the incentive mechanism for the personnel stationed in the different places of Z Company is designed for the key improvement projects, and the corresponding safeguard measures are worked out to ensure the implementation of the incentive mechanism. In order to improve the enthusiasm of employees in different places and provide a reference for the incentive mechanism of Z company in different places, so as to improve the competitiveness of Z company to open up the foreign market, so that the company can get a healthy and orderly development. In addition, it is hoped that this will play a certain reference role in the reform and development of state-owned construction enterprises.
【學(xué)位授予單位】：廣東工業(yè)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F272.92;F626

【參考文獻】

相關(guān)期刊論文 前10條

1 欒春娟;;論電力工程施工類企業(yè)如何做好駐外員工關(guān)愛[J];經(jīng)營管理者;2015年27期

2 石嵐;;國有企業(yè)銷售人員的激勵探究[J];東方企業(yè)文化;2014年05期

3 周堅;;破解駐外員工管理之難[J];商業(yè)經(jīng)濟;2013年24期

4 梁麗鴻;;關(guān)愛駐外員工 與國企共成長[J];黃金時代;2013年12期

5 方勇;于祖聯(lián);;國有大型煤炭企業(yè)駐外開發(fā)項目員工管理的實踐與探索[J];勞動保障世界(理論版);2012年07期

6 葉曉倩;;跨國經(jīng)營企業(yè)關(guān)鍵能力轉(zhuǎn)換瓶頸的突破——外派管理人員職業(yè)生涯激勵視角[J];中國人力資源開發(fā);2011年11期

7 李淑媛;;淺談企業(yè)的員工激勵[J];科技情報開發(fā)與經(jīng)濟;2010年20期

8 李世琦;楊波;;駐外人員管理方法[J];合作經(jīng)濟與科技;2010年04期

9 楊眉;;關(guān)于內(nèi)在薪酬激勵有效性的問題與對策探析[J];工業(yè)技術(shù)經(jīng)濟;2009年10期

10 楊為勇;;略談企業(yè)外派經(jīng)理人員的人力資源管理[J];中國商界(下半月);2009年09期

相關(guān)碩士學(xué)位論文 前3條

1 周穎萱;C供電公司員工激勵機制研究[D];西南財經(jīng)大學(xué);2014年

2 張智華;A供電公司員工激勵機制研究[D];云南大學(xué);2012年

3 毛斌;移動通信企業(yè)基層員工激勵研究[D];湘潭大學(xué);2009年

，

本文編號：2397473