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  本文關(guān)鍵詞： PCJQ旅行社 人力資源體系 診斷與再造　出處：《華中科技大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：近年來伴隨著我國旅游產(chǎn)業(yè)的高速發(fā)展，國內(nèi)旅游市場競爭也日益白熱化，，全國各地涌現(xiàn)出了大量的中小旅行社。然而這些旅行社大多管理粗放，尤其不重視也無力重視自身的人力資源體系建設(shè)。筆者嘗試通過對身邊的一家小型旅行社的人力資源體系，展開分析，來構(gòu)建適合此類型旅行社的人力資源管理體系，幫助其提高人力資源管理水平，增強企業(yè)核心競爭力。 本文以PCJQ旅行社既定戰(zhàn)略為出發(fā)點，確立其人力資源戰(zhàn)略，并結(jié)合其人力資源戰(zhàn)略和企業(yè)現(xiàn)狀從人力資源核心的工作設(shè)計、績效管理、薪酬管理三大方面著手，對PCJQ旅行社的人力資源體系展開分析。在績效管理體系方面我們嘗試用基于平衡積分卡的關(guān)鍵績效指標(biāo)法來構(gòu)建KPI體系，同時結(jié)合具體崗位的崗位說明書，確定其績效指標(biāo)及標(biāo)準(zhǔn)，最終形成崗位KPI考核方案，并制定考核計劃，開展績效實施、考核及結(jié)果應(yīng)用。同時我們運用薪點法對PCJQ旅行社各職能崗位展開崗位評價和崗位分級，最終形成兼顧公平性、激勵性、保障性，且具有旅行社特色的，崗位工資與績效工資相結(jié)合的PCJQ旅行社薪酬方案。本文對于旅行行業(yè)相對特殊的導(dǎo)游崗位的薪酬方案也做出了專門的研究和設(shè)計。我們認(rèn)為本次PCJQ旅行社人力資源體系的診斷和再造方案，比較貼合小型旅行社的經(jīng)營實際，沒有脫離企業(yè)實際過分追求全面、事無巨細(xì)的去討論企業(yè)人力資源問題；而是抓住這類小型旅行社最核心，最無法回避，且最能改善企業(yè)當(dāng)前人力資源現(xiàn)狀的三大方面著手。相信本文對其他同類結(jié)構(gòu)扁平化、企業(yè)人數(shù)較少的旅行社具有相當(dāng)?shù)慕梃b作用。
[Abstract]:In recent years, with the rapid development of tourism industry in China, the competition in domestic tourism market has become increasingly fierce, and a large number of small and medium-sized travel agencies have emerged all over the country. However, most of these travel agencies have extensive management. The author tries to construct a human resource management system suitable for this type of travel agency by analyzing the human resource system of a small travel agency nearby. Help it to improve the level of human resources management, enhance the core competitiveness of enterprises. This paper takes the established strategy of PCJQ travel agency as the starting point, establishes its human resource strategy, and combines its human resource strategy and the present situation of the enterprise from three aspects: core work design of human resources, performance management and salary management. In the aspect of performance management system, we try to use the key performance index method based on balanced score card to construct the KPI system, and combine the job description of the specific position, at the same time, we try to construct the KPI system by analyzing the human resource system of PCJQ travel agency. Determine its performance index and standard, finally form the post KPI appraisal scheme, and make the appraisal plan, carry out the performance implementation, appraisal and result application. At the same time, we use the salary point method to carry out the post evaluation and the post classification to each function post of PCJQ travel agency. Finally, those that take into account fairness, encouragement, security, and have the characteristics of travel agencies, This paper also makes a special research and design for the compensation scheme of the relatively special tour guide position in the travel industry. We think that this PCJQ travel agency human resources. Diagnosis and reconstruction of source systems, Rather in keeping with the operational reality of small travel agencies, they have not deviated from the actual conditions of the enterprises in pursuit of a comprehensive approach and discussed the issue of enterprise human resources in great detail; instead, they have grasped the core of such small travel agencies and are the least able to avoid them. It is believed that this paper can be used as a reference for other travel agencies with flat structure and small number of enterprises.
【學(xué)位授予單位】：華中科技大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F592.6

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本文編號：1540114