本文關鍵詞： 激勵體系 績效管理 薪酬管理 職業(yè)生涯發(fā)展規(guī)劃　出處：《大連理工大學》2013年碩士論文　論文類型：學位論文

【摘要】：激勵是企業(yè)制度設計中的基本驅動機制,綱舉才能實現(xiàn)目張。隨著國內新興港口的不斷崛起和集裝箱碼頭的快速發(fā)展,人才激勵工作的重要性日益突顯。對于現(xiàn)代集裝箱碼頭而言,尤其是具有高專業(yè)技能的一線操作員工以及有豐富行業(yè)經驗的管理人才的流失,一定程度上制約著碼頭企業(yè)的可持續(xù)性發(fā)展。 為此,必須改革和創(chuàng)新人才管理與激勵機制,以確保搶占人才競爭高地的目標達成。唯有留住專業(yè)技能和管理人才,充分調動核心人才的積極性,發(fā)揮他們的主動性和創(chuàng)造性,方能保持集裝箱碼頭企業(yè)持久的競爭力和生命力。 本文以發(fā)現(xiàn)、分析和解決問題為主旨,通過案例研究的方法,對D集裝箱公司岸橋司機激勵體系中存在的相關問題予以分析和研究。本文由五部分組成。第一部分,簡要介紹D集裝箱公司的基本情況和集裝箱碼頭的行業(yè)特點,并就岸橋司機在集裝箱碼頭企業(yè)中的核心地位進行分析。第二部分,通過案例描述,主要說明D集裝箱公司的岸橋司機團隊中出現(xiàn)的員工對公司整體業(yè)績不關注、績效與薪酬關聯(lián)性不足以及職業(yè)生涯發(fā)展困惑等問題。第三部分,運用所學的管理理論,結合行業(yè)發(fā)展現(xiàn)狀以及核心員工的需求特點,提出公司現(xiàn)有的激勵機制存在的主要問題并加以深入分析。第四部分,結合D集裝箱公司岸橋司機的實際情況,圍繞“長本事、多賺錢、有發(fā)展”這條需求主線,針對岸橋司機績效、薪酬與職業(yè)生涯發(fā)展等激勵機制進行優(yōu)化設計。第五部分,總結激勵體系優(yōu)化實施后的效果,并對全文加以總結,D集裝箱公司激勵機制的完善為企業(yè)管理帶來了深層次、本質性的全面提升。 本文所描述的岸橋司機激勵機制方面存在的問題,在目前的集裝箱港口企業(yè)中具有比較普遍的代表性。其研究并實際運用的具體操作方式和解決方案,對集裝箱碼頭一線操作員工的管理提供了一定的啟示和參考；對其他崗位員工實施有效激勵提供了思路和方法；對現(xiàn)代港口行業(yè)在人才保有和激勵方面有著重要的參考價值。
[Abstract]:Incentive is the basic driving mechanism in the design of enterprise system. Only in this way can we realize the goal. With the rising of new ports in China and the rapid development of container terminals, The importance of talent incentives is growing. For modern container terminals, in particular the loss of highly skilled front-line operators and experienced managers, To some extent, it restricts the sustainable development of wharf enterprises. Therefore, it is necessary to reform and innovate the talent management and incentive mechanism in order to ensure the achievement of the goal of seizing the high ground of talent competition. Only by retaining professional skills and management talents, and fully mobilizing the enthusiasm of the core talents, Give play to their initiative and creativity in order to maintain the container terminal enterprises lasting competitiveness and vitality. This paper aims at finding, analyzing and solving problems, and through the method of case study, analyzes and studies the related problems existing in the driver incentive system of the bank bridge driver of D container company. This paper is composed of five parts. This paper briefly introduces the basic situation of D container company and the characteristics of container terminal industry, and analyzes the core position of shore bridge driver in container terminal enterprise. It is mainly explained that the employees in the bank bridge driver team of D container company do not pay attention to the overall performance of the company, the correlation between performance and salary is insufficient, and the professional career development is confused and so on. The third part, using the management theory learned, Combined with the current situation of industry development and the demand characteristics of core staff, this paper puts forward the main problems existing in the existing incentive mechanism of the company and makes an in-depth analysis. Part 4th, combined with the actual situation of the drivers of the bank bridge of D container company, revolves around "long skill," Make more money, have development "the main line of demand, aiming at the driver performance of shore bridge, salary and career development and so on incentive mechanism optimization design. 5th part, summarizes the incentive system optimized implementation effect, The paper also summarizes the improvement of incentive mechanism for enterprise management. The problems existing in the incentive mechanism of shore bridge drivers described in this paper are generally representative in the container port enterprises at present. It provides some enlightenment and reference to the management of the front-line operation staff of container terminal, provides the train of thought and method for the effective incentive to the other post staff, and has important reference value to the modern port industry in the aspect of talent retention and incentive.
【學位授予單位】：大連理工大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F272.92;F552.6

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