本文選題：湖南新康輝國(guó)旅 + 薪酬體系優(yōu)化　； 參考：《中南大學(xué)》2013年碩士論文

【摘要】：湖南新康輝國(guó)際旅行社有限責(zé)任公司是經(jīng)國(guó)家旅游局批準(zhǔn),中國(guó)康輝集團(tuán)直接控股的國(guó)際旅行社,是中國(guó)旅行社協(xié)會(huì)會(huì)員、湖南省旅行社協(xié)會(huì)和長(zhǎng)沙市旅行社協(xié)會(huì)副會(huì)長(zhǎng)單位、湖南省旅游協(xié)會(huì)常務(wù)理事,榮膺2010、2011年度全國(guó)百?gòu)?qiáng)旅行社、湖南省五星級(jí)旅行社,歷年來(lái)湖南省旅游局信譽(yù)等級(jí)評(píng)定A級(jí)并榮獲湖南省最佳星級(jí)旅行社、湖南星級(jí)旅行社優(yōu)秀品牌等榮譽(yù)。旅行社自成立以來(lái),重視對(duì)旅游前景的解讀和對(duì)旅游市場(chǎng)的開(kāi)拓,在內(nèi)部管理尤其是人力資源管理方面并未引起足夠的重視,導(dǎo)致新康輝國(guó)旅在發(fā)展中遇到了瓶頸。其中,在人力資源管理方面的缺失突出表現(xiàn)在薪酬體系設(shè)計(jì)的不足,導(dǎo)致人才流失較為嚴(yán)重,制約了新康輝國(guó)旅的進(jìn)一步發(fā)展。 本文以工資決定理論、整體薪酬理論、薪酬體系設(shè)計(jì)理論等工商管理學(xué)理論為指導(dǎo),在既有國(guó)內(nèi)外研究文獻(xiàn)的基礎(chǔ)上,優(yōu)化設(shè)計(jì)了湖南新康輝國(guó)際旅行社薪酬體系。具體而言：本文首先回顧了國(guó)內(nèi)外關(guān)于薪酬管理、薪酬體系設(shè)計(jì)的現(xiàn)有研究文獻(xiàn)成果,學(xué)習(xí)并簡(jiǎn)述了與薪酬體系設(shè)計(jì)密切相關(guān)的管理學(xué)基礎(chǔ)理論。然后概述了世界旅游業(yè)、中國(guó)旅游業(yè)和湖南旅游業(yè)的市場(chǎng)和發(fā)展概況,簡(jiǎn)述了旅行社的發(fā)展現(xiàn)狀,對(duì)湖南新康輝國(guó)際旅行社的發(fā)展現(xiàn)狀和薪酬管理現(xiàn)狀進(jìn)行了描述,總結(jié)出其當(dāng)前在薪酬設(shè)計(jì)和管理方面主要存在的問(wèn)題為：導(dǎo)游人員的直接薪酬存在問(wèn)題；外聯(lián)、計(jì)調(diào)人員的直接薪酬存在問(wèn)題；福利保障體系尚不完善；工資總額中固定部分占主體、數(shù)額低,活的部分不規(guī)范；內(nèi)部關(guān)系分配不順、整體上看工資差距過(guò)大,但部門(mén)內(nèi)部差距過(guò)小。 基于以上存在的問(wèn)題,本文對(duì)湖南新康輝國(guó)旅的薪酬體系進(jìn)行了重新設(shè)計(jì)和優(yōu)化。在遵循整體設(shè)計(jì)原則和思路的基礎(chǔ)上,考慮到管理層、普通員工與導(dǎo)游員工工作性質(zhì)的巨大差異,本文分別對(duì)管理層、普通員工與導(dǎo)游員工的薪酬體系進(jìn)行了設(shè)計(jì)：對(duì)于管理層和普通員工,本文從實(shí)施崗位評(píng)價(jià),劃分崗位等級(jí)、確定工資中線(xiàn)、調(diào)整工資結(jié)構(gòu),建立新的工資構(gòu)成、薪酬支付、社會(huì)保險(xiǎn)和福利設(shè)計(jì)等五個(gè)方面進(jìn)行了優(yōu)化設(shè)計(jì)；對(duì)于導(dǎo)游員工,本文為其薪酬體系進(jìn)行了重構(gòu),重構(gòu)的導(dǎo)游員工薪酬體系包括了崗位資質(zhì)工資、績(jī)效工資和出團(tuán)補(bǔ)貼三個(gè)方面,并對(duì)每一個(gè)指標(biāo)及其二級(jí)指標(biāo)的權(quán)重進(jìn)行了設(shè)計(jì)。并對(duì)該優(yōu)化后的薪酬體系的實(shí)施效果進(jìn)行了分析。在設(shè)計(jì)出湖南新康輝國(guó)旅新的薪酬體系之后,本文從對(duì)新體系進(jìn)行有效宣傳、完善績(jī)效考核系統(tǒng)、完善績(jī)效管理的配合和內(nèi)外部體制配套改革四個(gè)方面,制定了全新的薪酬體系的實(shí)施保障措施。
[Abstract]:Hunan Xinkanghui International Travel Service Co., Ltd. is a member of China Travel Service Association, approved by the National Tourism Administration and directly controlled by China Kanghui Group, and a vice chairman unit of Hunan Travel Service Association and Changsha City Travel Agency Association. Hunan Provincial Tourism Association executive director, the 2010 / 2011 National Top 100 Travel agencies, Hunan five-star travel agencies, Hunan Provincial Tourism Bureau over the years reputation rating A and won the best star travel agency in Hunan Province. Hunan star travel agency excellent brand and other honors. Since its establishment, the travel agency has attached great importance to the interpretation of tourism prospect and the development of tourism market, and has not paid enough attention to the internal management, especially the human resources management, which has led to the bottleneck in the development of New Kanghui National Travel Service. Among them, the deficiency in human resource management is the deficiency of salary system design, which leads to serious brain drain and restricts the further development of New Kanghui China Travel. Under the guidance of the theories of industry and commerce administration, such as wage determination theory, whole salary theory and salary system design theory, this paper optimizes and designs the compensation system of Hunan New Kanghui International Travel Agency on the basis of existing domestic and foreign research literature. Specifically, this paper first reviews the existing literature on salary management and compensation system design, and studies and briefly describes the basic theories of management which are closely related to the design of compensation system. Then it outlines the world tourism, Chinese tourism and Hunan tourism market and development situation, briefly describes the development of travel agencies, Hunan New Kanghui International Travel Service development and salary management status quo is described. The main problems in salary design and management are summarized as follows: direct salary of tour guide personnel, outreach, direct compensation of dispatcher, imperfect welfare security system, etc. The fixed part of the total salary occupies the main body, the amount is low, the living part is not standard; the internal relation distribution is not good, the overall look at the wage gap is too big, but the department internal disparity is too small. Based on the above problems, this paper redesigns and optimizes the compensation system of Hunan New Kanghui National Travel Service. On the basis of following the principles and ideas of the overall design, and considering the huge differences in the nature of the work of the management, ordinary staff and tour guide staff, The salary system of the ordinary staff and tour guide staff is designed: for the management and ordinary staff, this paper carries out the post evaluation, classifies the post grade, determines the wage midline, adjusts the wage structure, establishes the new salary constitution, the salary payment, Five aspects of social insurance and welfare design are optimized. For tour guide staff, this paper reconstructs their compensation system, which includes post qualification salary. Performance salary and out-of-group subsidy are three aspects, and the weight of each index and its secondary index are designed. The effect of the optimized salary system is analyzed. After designing the new salary system of Hunan New Kanghui National Travel Service, this paper focuses on four aspects: effective propaganda of the new system, perfection of the performance appraisal system, perfection of the cooperation of the performance management and reform of the internal and external system. Has formulated the brand-new salary system implementation safeguard measure.
【學(xué)位授予單位】：中南大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F272.92;F592.6

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