本文選題：人力資源　切入點(diǎn)：中小機(jī)場(chǎng)　出處：《內(nèi)蒙古財(cái)經(jīng)大學(xué)》2017年碩士論文

【摘要】：在當(dāng)今社會(huì)經(jīng)濟(jì)發(fā)展過(guò)程中,人才資源的開(kāi)發(fā)、利用和管理不僅成為經(jīng)濟(jì)增長(zhǎng)的決定性因素,而且是直接構(gòu)成企業(yè)核心競(jìng)爭(zhēng)力的關(guān)鍵性戰(zhàn)略性資源�？�(jī)效與薪酬管理涉及員工的切身利益和企業(yè)整體目標(biāo)的實(shí)現(xiàn)。設(shè)計(jì)合理的、有競(jìng)爭(zhēng)力的薪酬體系有助于企業(yè)吸引和留住人才,激勵(lì)員工,提高員工和企業(yè)整體績(jī)效。而有效的績(jī)效評(píng)估體系則有助于企業(yè)的資源配置和目標(biāo)協(xié)調(diào),同時(shí)通過(guò)績(jī)效管理可以促使員工提高自身素質(zhì),實(shí)現(xiàn)自我價(jià)值。內(nèi)蒙古民航機(jī)場(chǎng)集團(tuán)公司于2003年12月19日正式成立,前身為中國(guó)民用航空內(nèi)蒙古自治區(qū)管理局。目前,經(jīng)營(yíng)管理呼和浩特、包頭、呼倫貝爾、烏蘭浩特、通遼、赤峰、錫林浩特、烏海、阿爾山等自治區(qū)內(nèi)9家民用機(jī)場(chǎng),受托經(jīng)營(yíng)管理二連浩特、巴彥淖爾機(jī)場(chǎng)、阿拉善三個(gè)通勤機(jī)場(chǎng)(阿拉善左旗、阿拉善右旗、額濟(jì)納旗)、根河通用(短途運(yùn)輸)機(jī)場(chǎng)、烏蘭察布機(jī)場(chǎng)和建設(shè)當(dāng)中的霍林郭勒、扎蘭屯、林西4個(gè)支線機(jī)場(chǎng)。新巴爾虎右旗、烏拉特中旗、阿魯科爾沁旗、鑲黃旗、巴林右旗5個(gè)通用機(jī)場(chǎng),經(jīng)營(yíng)管理和受托經(jīng)營(yíng)管理的機(jī)場(chǎng)共24個(gè)。2015年,集團(tuán)公司共完成旅客吞吐量1491.8萬(wàn)人次、貨郵吞吐量6.9萬(wàn)噸、保障運(yùn)輸起降15.6萬(wàn)架次,同比分別增長(zhǎng)14.7%、2.7%和11.1%。共有40家航空公司(外航10家)參與運(yùn)營(yíng)區(qū)內(nèi)市場(chǎng),運(yùn)營(yíng)航線256條(國(guó)際航線10條、地區(qū)航線6條),通航城市79個(gè)。根據(jù)民航相關(guān)文件,年旅客吞吐量在200萬(wàn)人次(含)以下的民用機(jī)場(chǎng)定義為中小機(jī)場(chǎng),目前自治區(qū)內(nèi)年吞入量達(dá)200萬(wàn)人次以上的機(jī)場(chǎng)僅呼和浩特機(jī)場(chǎng)。作為內(nèi)蒙古自治區(qū)第13個(gè)民用支線機(jī)場(chǎng),巴彥淖爾機(jī)場(chǎng)承載著地區(qū)公共保障性建設(shè)、推動(dòng)區(qū)域經(jīng)濟(jì)社會(huì)發(fā)展的重任,同時(shí)作為新建中小機(jī)場(chǎng),與自治區(qū)其他中小機(jī)場(chǎng)一樣,面臨的人員崗位限制,勞務(wù)用工臨時(shí)性、特殊時(shí)期人員緊缺,員工經(jīng)驗(yàn)不足、技能不高,薪酬管理模式弊端涌現(xiàn)等諸多管理問(wèn)題,經(jīng)過(guò)找問(wèn)題、訪需求、尋原因后,總結(jié)中小機(jī)場(chǎng)管理共性問(wèn)題,核心問(wèn)題就是對(duì)員工的績(jī)效管理。本次選題,借鑒當(dāng)代先進(jìn)的績(jī)效管理理論,建立針對(duì)中小機(jī)場(chǎng)科學(xué)、規(guī)范、有效的績(jī)效管理體系,以提高企業(yè)內(nèi)部管理水平,充分調(diào)動(dòng)員工積極性,不斷提高中小機(jī)場(chǎng)的核心競(jìng)爭(zhēng)力,確保中小機(jī)場(chǎng)健康持續(xù)快速發(fā)展。以內(nèi)蒙古巴彥淖爾機(jī)場(chǎng)績(jī)效管理工作中遇到的諸多實(shí)際問(wèn)題,在問(wèn)題管理理念的指導(dǎo)下,以績(jī)效管理為工具:一是通過(guò)對(duì)機(jī)場(chǎng)公司組織特征的深刻認(rèn)識(shí),變事物性和管理型的薪酬管理為戰(zhàn)略性薪酬管理,通過(guò)構(gòu)建“對(duì)外有競(jìng)爭(zhēng)、對(duì)內(nèi)有公平”的新的薪酬體系,靈活運(yùn)用可變薪酬,激勵(lì)在崗員工提高勞動(dòng)生產(chǎn)率,突破“人工成本總額的低成本等同于人均低成本”的理論誤區(qū),實(shí)現(xiàn)人力資源投入的內(nèi)涵式發(fā)展,打破了“企業(yè)發(fā)展越快、用工人數(shù)越多、人工成本越大,工資上漲越難”的循環(huán)悖論;二是通過(guò)對(duì)員工需求結(jié)構(gòu)的準(zhǔn)確把握,以提升員工技能為主線,建設(shè)卓有成效的“一人多崗、一崗多能、一崗多薪”的工作機(jī)制;突破“三定”原則對(duì)薪酬、崗位、部門的束縛,建設(shè)內(nèi)部勞動(dòng)力市場(chǎng),以崗位工作內(nèi)容的拆分和分值化設(shè)計(jì),結(jié)合高分值工作的競(jìng)聘和淘汰機(jī)制,激發(fā)起員工的學(xué)習(xí)意識(shí)、責(zé)任意識(shí)、質(zhì)量意識(shí)。將員工的關(guān)注點(diǎn)由工資的高低轉(zhuǎn)移到工作本身,實(shí)現(xiàn)了公司績(jī)效、部門績(jī)效、崗位績(jī)效的有效銜接。
[Abstract]:In today's society in the process of economic development, human resources development, utilization and management not only become a decisive factor in economic growth, but also is the key strategic resources directly to the core competitiveness of the enterprises. The performance and salary management involves the vital interests of the staff and the whole enterprise goal. Reasonable design, competitive salary system help enterprises to attract and retain talent, motivate employees, improve employee and overall enterprise performance and effective performance evaluation system, resource allocation and coordination objectives contribute to the enterprise, but also can motivate employees to improve their own quality through performance management, realize the self value. The Inner Mongolia civil airport group company was founded in December 19, 2003, formerly known as the Inner Mongolia Autonomous Region civil aviation authority Chinese. At present, the management of Hohhot, Baotou, Hulun Buir, Ulanhot, Tongliao, Chi Xilinhaote, Wuhai, Feng, Arxan Autonomous Region 9 civil airports, entrusted with the management of Erenhot, Bayannaoer airport, Alashan Airport (three commuter Alashan banner, Alashan Right Banner, Ejinaqi), GM (short haul) Genhe airport, Ulanqab Jining Airport and the construction in Zhalantun, Linxi Huolinguole, 4 regional airports. Xinbaerhuyouqi. Wulatezhongqi, Alukerqinqi, Xianghuangqi, Bahrain Youqi 5 general airport, airport management and the management of a total of 24.2015 years, the group company completed a total passenger throughput of 14 million 918 thousand passengers, cargo throughput of 69 thousand tons, transport movements 156 thousand vehicles, an increase of 14.7%, 2.7% and 11.1%. a total of 40 Airlines (by 10) in the operation area market, operating 256 flights (10 international routes and regional routes 6, navigable City 79) according to the civil aviation. The relevant documents, the annual passenger throughput of 2 million passengers (including) the following definition of civil airport for small and medium sized airports, the autonomous region in Tunru amounted to 2 million passengers over the airport Hohhot airport. As the Inner Mongolia Autonomous Region's thirteenth civil regional airport, Bayannaoer Airport carrying the public security construction area, the responsibility to promote regional economic and social development at the same time, as a new small airport, and the autonomous region of other small and medium-sized airports, facing the personnel employment restrictions, temporary, special period of staff staff shortage, lack of experience, skill is not high, many management problems of salary management pattern malpractice emergence, after looking for problems, find the reasons, visit the demand, summed up the small airport management the common problem, the core issue is the staff's performance management. This topic, draw lessons from the advanced performance management theory, to build a small airport branch Science, standard, effective performance management system to improve the internal management level, fully mobilize the enthusiasm of the staff, and continuously improve the core competitiveness of small and medium sized airports, to ensure the healthy sustained and rapid development of small and medium-sized airports. Many practical problems in the performance management of Inner Mongolia Bayannaoer airport encountered problems in the management, under the guidance of the concept of performance management tools: one is through the deep understanding of the characteristics of the Airport Inc organization, compensation management and management of something for the strategic salary management, through the construction of "foreign competition, the new pay system is fair for the flexible use of variable pay, incentive employees to improve labor productivity, to break the" low cost artificial the total cost is equal to the theoretical errors of low per capita cost, realize the connotation of human resources development, breaking the "enterprise development faster, with the number of workers More and more labor costs, wages rose more difficult cycle paradox "; two is to accurately grasp the demand structure of employees, to improve staff skills as the main line, one more post construction", a very fruitful Gang, the working mechanism of post salary ";" three "principle of compensation breakthrough department, post, bound, construction of internal labor market, with the content of the post split and value of the design, combined with the high score of job competition and elimination mechanism, arouse the employees' learning consciousness, responsibility consciousness, quality consciousness. Will focus on the level of wages of employees by transfer to the work itself, to achieve the company performance, department performance, effective convergence performance.

【學(xué)位授予單位】：內(nèi)蒙古財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F562.6

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