本文關(guān)鍵詞： 銷售人員 薪酬滿意度 薪酬激勵 全面薪酬體系　出處：《新疆大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：企業(yè)以占有市場和創(chuàng)造利潤為立身之本,要達(dá)成企業(yè)戰(zhàn)略目標(biāo),銷售環(huán)節(jié)是重中之重,銷售人員則是實現(xiàn)企業(yè)經(jīng)營目標(biāo)的重要人力資源。隨著市場經(jīng)濟(jì)在我國的深入發(fā)展,現(xiàn)代企業(yè)管理理念不斷深化,越來越多的企業(yè)已經(jīng)意識到人力資本的重要意義。企業(yè)要想達(dá)成戰(zhàn)略目標(biāo),出色的銷售人員人力資本已成為企業(yè)不斷擴(kuò)張發(fā)展的重要影響因素。因此,如何更好地激勵銷售人員發(fā)揮自身的動力和潛能,驅(qū)動企業(yè)實現(xiàn)戰(zhàn)略目標(biāo),已成為了企業(yè)管理層聚焦的重點。薪酬作為激勵手段中使用最廣,最有效的方式之一,不僅是企業(yè),更是員工個人關(guān)注關(guān)心的。企業(yè)銷售人員因自身特性,其對薪酬的期待和要求往往更高,而銷售人員對薪酬的滿意程度會影響銷售人員開展銷售工作的情緒態(tài)度,勢必會影響銷售過程,進(jìn)而影響企業(yè)利益。因此,想要達(dá)成企業(yè)的經(jīng)營目標(biāo),必須吸引并留住優(yōu)秀的銷售人員,這就需要企業(yè)建立一套科學(xué)規(guī)范、完整全面的薪酬激勵體系。本文通過研究國內(nèi)外薪酬滿意度、薪酬激勵的基本定義和相關(guān)理論,構(gòu)建起薪酬滿意度、全面薪酬體系和薪酬激勵理論間的聯(lián)系,通過對樣本企業(yè)新疆本土干果特產(chǎn)銷售企業(yè)大唐公司展開銷售人員薪酬滿意度問卷調(diào)查,分析出大唐公司在現(xiàn)行的直接經(jīng)濟(jì)性薪酬中存在基本工作設(shè)置不合理、績效提成激勵性不強等問題;現(xiàn)行的間接經(jīng)濟(jì)性薪酬中存在福利形式單一、培訓(xùn)缺乏系統(tǒng)性等問題;而大唐公司非物質(zhì)性薪酬缺失等實際問題也直接導(dǎo)致銷售人員薪酬滿意度測評低。根據(jù)分析,結(jié)合相關(guān)理論研究,本文認(rèn)為大唐公司因為缺乏科學(xué)系統(tǒng)的薪酬體系、崗位設(shè)置不合理、對人力資源管理不重視、企業(yè)文化還未完全形成、家族式企業(yè)管理痕跡明顯等因素,導(dǎo)致現(xiàn)行薪酬體系還與企業(yè)發(fā)展和人才需求不相符。同時,為進(jìn)一步提升改進(jìn)大唐公司薪酬激勵結(jié)構(gòu),本文提出了實現(xiàn)動態(tài)化薪酬管理、構(gòu)建全面薪酬體系、吸引和留住關(guān)鍵銷售人員、形成利益共同體等激勵性薪酬改進(jìn)方案調(diào)整目標(biāo),并提出通過明確薪酬戰(zhàn)略定位、調(diào)整薪酬職位評價體系、建立科學(xué)有效的績效激勵考評體系、引入多元激勵模式等薪酬方案設(shè)計的思路和流程,改進(jìn)大唐公司的薪酬激勵方案。本文在薪酬滿意度調(diào)查中采用全面薪酬體系中直接經(jīng)濟(jì)性薪酬、間接經(jīng)濟(jì)性薪酬、非物質(zhì)性薪酬相關(guān)理論作為評價指標(biāo),并結(jié)合全面薪酬理論提出了薪酬激勵改進(jìn)方案。大唐公司是一家處在快速發(fā)展期的產(chǎn)銷一體化企業(yè),其銷售人員薪酬體系中存在的問題,也存在于大部分發(fā)展期的中小民營企業(yè)中,因此,本選題對其他中小民營企業(yè)有一定的參考作用。
[Abstract]:Enterprises to occupy the market and create profits as the foundation, to achieve the strategic objectives of the enterprise, the sales link is the most important. Sales personnel is an important human resource to achieve the business objectives. With the further development of market economy in China, modern enterprise management concept has been deepened. More and more enterprises have realized the importance of human capital. If enterprises want to achieve strategic goals, outstanding human capital of sales personnel has become an important factor in the continuous expansion and development of enterprises. How to better motivate sales personnel to play their own power and potential to drive enterprises to achieve strategic objectives has become the focus of corporate management. Compensation as a means of incentive is the most widely used. One of the most effective ways is not only the enterprise, but also the personal concern of the staff. Because of their own characteristics, the expectation and requirement of the salary are often higher. The satisfaction of the sales staff on the salary will affect the emotional attitude of the sales staff to carry out sales work, which will inevitably affect the process of sales, and then affect the interests of the enterprise. Therefore, want to achieve the business objectives of the enterprise. We must attract and retain excellent sales personnel, which requires the establishment of a set of scientific norms, a complete and comprehensive salary incentive system. The basic definition and relevant theory of salary incentive, the relationship between compensation satisfaction, total compensation system and salary incentive theory is constructed. Through the sample enterprise Xinjiang local dry fruit specialty sales enterprise Datang company launched sales staff salary satisfaction questionnaire analysis Datang company in the current direct economic compensation in the basic work set unreasonable. Performance commission is not strong incentive and other issues; There are some problems in the current indirect economic compensation, such as the single form of welfare and the lack of systematic training. And Datang company immaterial compensation loss and other practical problems also directly lead to low satisfaction evaluation of sales compensation. According to the analysis combined with relevant theoretical research. This paper thinks that due to the lack of scientific and systematic compensation system, unreasonable post setting, not paying attention to human resource management, the corporate culture has not been fully formed, and the family business management traces are obvious. At the same time, in order to further improve the compensation incentive structure of Datang Company, this paper proposes the realization of dynamic compensation management and the construction of a comprehensive compensation system. To attract and retain key sales personnel, form a community of interests and other incentive salary improvement program adjustment objectives, and put forward a clear salary strategy positioning, adjust the salary position evaluation system. To establish a scientific and effective performance incentive evaluation system, the introduction of multiple incentive models and other pay plan design ideas and processes. This paper adopts direct economic compensation, indirect economic compensation and non-material compensation theory as the evaluation index in the salary satisfaction survey. Combining with the theory of total compensation, the paper puts forward the scheme of salary incentive improvement. Datang Company is a production and marketing integration enterprise in the period of rapid development, and the problems in the compensation system of its sales personnel are also discussed. It also exists in most small and medium-sized private enterprises in the development period, therefore, this topic has certain reference function to other small and medium-sized private enterprises.
【學(xué)位授予單位】：新疆大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F272.92;F752.6

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