發(fā)布時(shí)間：2018-03-09 23:15

  本文選題：航空航天企業(yè)　切入點(diǎn)：研發(fā)人員　出處：《西北大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：航天航空企業(yè)的發(fā)展在很大程度上依賴于規(guī)模龐大、實(shí)力雄厚、類型廣泛的研發(fā)人才隊(duì)伍的支撐。隨著經(jīng)濟(jì)環(huán)境的變化,尤其是市場(chǎng)經(jīng)濟(jì)體制的不斷蔓延,航天航天工業(yè)受到了愈加嚴(yán)峻的挑戰(zhàn),迫切需要開展適應(yīng)市場(chǎng)環(huán)境的改革建設(shè)。而研發(fā)人才隊(duì)伍作為航天航空工業(yè)的支柱力量,更加需要對(duì)其加強(qiáng)人才規(guī)劃、能力開發(fā)等人力資源的管理。ZHQS公司是國(guó)內(nèi)機(jī)載飛行參數(shù)采集記錄系統(tǒng)的誕生地和研制生產(chǎn)基地,本文以ZHQS研發(fā)人員為研究對(duì)象,對(duì)其研發(fā)人員的薪酬體系進(jìn)行系統(tǒng)研究。 文章首先闡述了ZHQS面臨的外部環(huán)境,分析了其面臨的宏觀環(huán)境和行業(yè)環(huán)境,并對(duì)其進(jìn)行了SWOT分析,認(rèn)為ZHQS公司應(yīng)當(dāng)選擇SO戰(zhàn)略決策,即依靠?jī)?nèi)部核心優(yōu)勢(shì)驅(qū)動(dòng)、利用外部機(jī)會(huì)的內(nèi)部導(dǎo)型穩(wěn)定增長(zhǎng)戰(zhàn)略,指導(dǎo)公司“十二五”發(fā)展。接下來,通過對(duì)研發(fā)人員滿意度調(diào)查研究發(fā)現(xiàn),當(dāng)前ZHQS研發(fā)人員薪酬體系存在薪酬激勵(lì)效果不明顯、研發(fā)人員對(duì)薪酬滿意度較低、薪酬結(jié)構(gòu)的合理性和公平性較差、薪酬發(fā)放與調(diào)整的及時(shí)性較差等問題,主要原因在于薪酬與激勵(lì)、個(gè)人能力以及企業(yè)戰(zhàn)略的不匹配。最后,文章對(duì)ZHQS研發(fā)人員薪酬體系進(jìn)行了優(yōu)化設(shè)計(jì),一是對(duì)ZHQS公司研發(fā)人員的薪酬結(jié)構(gòu)進(jìn)行了優(yōu)化設(shè)計(jì),新的薪酬結(jié)構(gòu)由物質(zhì)薪酬和非物質(zhì)薪酬兩大部分構(gòu)成,其中物質(zhì)薪酬由基本薪酬(技術(shù)職位薪酬+工齡薪酬)、績(jī)效薪酬(年終獎(jiǎng)勵(lì)+項(xiàng)目獎(jiǎng)勵(lì))和福利性現(xiàn)金收入三部分構(gòu)成,非物質(zhì)薪酬由晉升機(jī)會(huì)、培訓(xùn)和心理收入三部分構(gòu)成；二是提出了雙軌制薪酬通道,該雙軌制通道把所有研發(fā)人員分為兩種不同的崗位類型：管理崗和技術(shù)崗,前者的薪酬按照管理通道上升,后者的薪酬遵循技術(shù)通道路線；三是提出了項(xiàng)目績(jī)效獎(jiǎng)金制度、技術(shù)創(chuàng)新獎(jiǎng)勵(lì)制度、靈活的福利政策等薪酬體系改進(jìn)方案。 本文的研究不僅對(duì)ZHQS公司研發(fā)人員具有較強(qiáng)激勵(lì)作用,而且還有利于ZHQS公司吸引人才、留住人才以及激勵(lì)人才,此外,本文的研究還可以為相關(guān)航天航空企業(yè)研發(fā)人員薪酬體系的制定和設(shè)計(jì)提供一些參考。
[Abstract]:The development of aerospace enterprises depends to a large extent on the support of a large number of R & D talents with large scale, strong strength and a wide range of types. As the economic environment changes, especially with the continuous spread of the market economy system, The aerospace industry is facing more and more severe challenges, and it is urgent to carry out reform and construction to adapt to the market environment. As the backbone of the aerospace industry, the research and development personnel team needs to strengthen its talent planning. ZHQS is the birthplace and production base of airborne flight parameter acquisition and recording system in China. This paper takes ZHQS R & D personnel as the research object and systematically studies the compensation system of its R & D personnel. This paper first expounds the external environment that ZHQS faces, analyzes the macro environment and industry environment it faces, and analyzes it by SWOT, and points out that ZHQS Company should choose so strategic decision, that is, it depends on the internal core advantage to drive. Using the internal guided stable growth strategy of external opportunities to guide the development of the company in the 12th Five-Year Plan. Then, through the investigation of R & D personnel satisfaction, we find that the current ZHQS R & D personnel compensation system has not obvious salary incentive effect. R & D personnel are less satisfied with salary, the rationality and fairness of salary structure are poor, and the timeliness of salary payment and adjustment is poor. The main reasons lie in the mismatch of salary and incentive, individual ability and enterprise strategy. This paper has carried on the optimization design to the ZHQS research and development personnel compensation system. First, has carried on the optimization design to the ZHQS company research and development personnel salary structure, the new salary structure is composed of the material salary and the non-material compensation two parts. The material compensation consists of three parts: basic salary (technical position salary, seniority salary), performance salary (year-end incentive project award) and welfare cash income, while the immaterial salary consists of promotion opportunity, training and psychological income. The second is to put forward a dual-track salary channel, which divides all R & D personnel into two different types of posts: management post and technical post, the former's salary increases according to the management channel, the latter's salary follows the technical channel route; The third is to put forward the improvement scheme of project performance bonus system, technology innovation reward system, flexible welfare policy and so on. The research in this paper not only has a strong incentive to the R & D staff of ZHQS, but also helps ZHQS to attract, retain and motivate talents. The research in this paper can also provide some reference for the formulation and design of R & D personnel compensation system in aerospace enterprises.
【學(xué)位授予單位】：西北大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F562.6;F272.92

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