【摘要】：項目經(jīng)理是經(jīng)過企業(yè)法定代表人委托,全權(quán)負責項目的實施和管理工作,是項目管理過程中的領導者,對項目的順利實施起著決定性作用。而薪酬激勵是激勵手段中最重要的,最易被運用的激勵手段。對項目經(jīng)理進行合理有效的薪酬激勵可以幫助項目管理企業(yè)實現(xiàn)公司戰(zhàn)略管理目標和提高市場競爭優(yōu)勢。G公司是一家主要從事廣播電視工程、信息網(wǎng)絡工程、通信系統(tǒng)等工程的國有中小型企業(yè)。隨著有線電視數(shù)字化在全國范圍的推廣,公司工程承接量迅速猛增,公司規(guī)模逐漸擴張。G公司在項目經(jīng)理人數(shù)逐漸增加的情況下,卻出現(xiàn)了項目經(jīng)理的工作積極性、主動性不斷下降的情況。本文對G公司的這種情況進行了研究,結(jié)果發(fā)現(xiàn),出現(xiàn)這種現(xiàn)象的主要原因是多年來項目經(jīng)理的薪酬管理方面存在比較嚴重的問題,主要是浮動薪酬比例和薪酬層級少、績效考核方法缺乏激勵性、晉升機制不健全、福利薪酬平均化和單一化,項目經(jīng)理的薪酬制度嚴重缺乏激勵性。產(chǎn)生這種情況的主要原因一是公司高層對項目經(jīng)理的薪酬管理不夠重視,沿用過去的薪酬制度多年不變,沒有根據(jù)公司的業(yè)務發(fā)展變化和項目經(jīng)理的工作變化進行調(diào)整；二是人力資源管理人員專業(yè)水平不高,沒有及時發(fā)現(xiàn)問題并提出有針對性的解決方案；三是人力資源管理的一些基礎性的工作比較薄弱,難以滿足科學的薪酬管理的需要。在進行了實地訪談,充分聽取了公司高層領導的意見的基礎上,分析了項目經(jīng)理的工作特點和和需求特點,提出了解決項目經(jīng)理的薪酬制度缺乏激勵性問題的解決思路,提出了如下對策措施：建立寬帶薪酬體系；改善項目經(jīng)理績效考核體系；完善項目經(jīng)理職位晉升制度；建立彈性化福利薪酬制度等,并提出了具體的實施方案建議。
[Abstract]:The project manager is the leader in the process of project management and plays a decisive role in the smooth implementation of the project, which is entrusted by the legal representative of the enterprise and fully responsible for the implementation and management of the project. The salary incentive is the most important and easy to be used. Reasonable and effective salary incentives for project managers can help project management enterprises achieve their strategic management objectives and enhance their competitive edge in the market. G Company is mainly engaged in radio and television engineering and information network engineering. State-owned small and medium-sized enterprises in communications systems and other projects. With the spread of CATV digitization in the whole country, the project undertaking volume of the company is increasing rapidly and the company's scale is gradually expanding. While the number of project managers is increasing gradually, the project manager's enthusiasm appears in G Company. A steady decline in initiative. This paper studies this situation in company G, and finds that the main reason for this phenomenon is that there are serious problems in the salary management of project managers over the years, mainly due to the low floating salary ratio and salary levels. The performance appraisal method lacks the incentive, the promotion mechanism is not perfect, the welfare salary is average and single, and the compensation system of the project manager lacks the incentive seriously. The main reasons for this are that the top management of the company pay less attention to the salary management of the project manager, and the compensation system used in the past has remained unchanged for many years, and has not been adjusted according to the business development of the company and the changes in the work of the project manager. The other is that the professional level of human resource managers is not high, they have not found problems in time and put forward targeted solutions; third, some basic work of human resources management is relatively weak, and it is difficult to meet the needs of scientific salary management. On the basis of on-the-spot interviews and full listening to the opinions of the senior leaders of the company, this paper analyzes the work and demand characteristics of the project managers, and puts forward a solution to the lack of incentive problems in the compensation system of the project managers. This paper puts forward the following countermeasures: establishing broadband salary system; improving the performance appraisal system of project manager; perfecting the promotion system of project manager; establishing flexible welfare compensation system; and putting forward concrete implementation proposals.
【學位授予單位】：南京師范大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：F279.26;F272.92

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