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Z公司异地派驻人员激励机制研究

发布时间:2019-01-01 11:12  文章来源:笔耕文化传播
【摘要】:当今社会上的市场竞争归根究底都是人才的竞争,当然国有通信行业也不例外。如今,通信施工市场开放,民营和混合所有制施工企业进入,国有垄断性通信施工企业的行业议价能力和谈判能力自然下降,加之不论是固话业务,宽带网络业务,还是手机用户普及率也日趋接近饱和状态,通信施工市场蛋糕基本划分完毕。因此,Z公司作为一间中国通服旗下大型的国有通信建设公司,近年的工作思路只能作出转变,采取多元化业务模式,并大力拓展区域市场版图,打响公司品牌,立足自主拓展、自主实施,以不影响中国通服集团整体利益的前提下,精耕细作,紧跟国家一带一路政策,主攻国家级总包大项目,由原来一直只固守广州业务,逐渐扩大领域,把业务拓展至市外、省外,逐步布局全国。但Z公司以往从来没有把业务拓展至省外的经验,在新的地域市场里要保持又好又快又稳健的发展势头,在资金、技术和社会资源既定的情况下,决胜市场的关键因素是企业的经营管理、技术拓展和服务水平,而承载这一切的因素都是人,针对市外,省外的业务,异地派驻人员将起到十分重要的作用,如何采取有效措施激励管理异地员工成为了Z公司的重要课题。本文以Z公司国内异地派驻员工为研究对象,通过采用问卷调查、深入访谈的方式,对异地派驻人员的需求重要因素以及激励影响因素的满意度进行了调查分析,根据需要度与满意度的对比,得出异地派驻人员在激励方面重点需要改进的五个项目,分别是薪酬、福利、绩效、职业生涯和培训。接着通过与部分异地派驻员工进行深入的访谈以及仔细观察思考,全面剖析此五个项目的问题归结点所在,再灵活运用不同的激励理论与激励方法,根据通信施工行业和Z公司异地派驻人员的特点,针对重点改进项目设计出Z公司异地派驻人员激励机制的优化方案,并制定与之相配套的保障措施,保证激励机制的实施,以提高异地派驻员工的积极性,为Z公司异地派驻人员激励机制提供参考,从而提高Z公司开拓异地市场的竞争力,使公司得到持续健康有序的发展。另外,希望以此见微知著,对同类国有施工企业在转型开拓向外发展中,人员激励建设方面起到一定的参照作用。
[Abstract]:In the final analysis, the market competition in today's society is the competition of talents, of course, the state-owned communication industry is no exception. Today, with the opening of the communications construction market and the entry of private and mixed ownership construction enterprises, the industry bargaining power and negotiation ability of state-owned monopoly telecommunications construction enterprises have naturally declined, as well as the fixed telephone business and broadband network business. Or mobile phone penetration rate is also increasingly close to saturation, communications construction market cake is basically divided. Therefore, Z Company, as a large state-owned communications construction company under China Telecom, can only make a change in its thinking in recent years, adopt a diversified business model, and vigorously expand the territory of the regional market and create a company brand. Based on independent development, independent implementation, in order not to affect the overall interests of China Tongfu Group, intensive and detailed farming, in line with the policy of national Belt and Road, the main focus of the national general package project, from the original only adhered to Guangzhou business. Gradually expand the field, expand the business to outside the city, provincial, gradual layout of the whole country. But Z has never had the experience of expanding its business to outside the province. In the new regional market, it is necessary to maintain a good, fast and steady momentum of development, with established capital, technology, and social resources. The key factors in the decisive market are the business management, technological expansion and service level of the enterprise, and the factors that carry all this are people. For the business outside the city and outside the province, the presence of personnel in different places will play a very important role. How to take effective measures to motivate and manage employees in different places has become an important topic in Z Company. This paper takes the domestic staff of Z company as the research object, through the way of questionnaire investigation and in-depth interview, the paper makes an investigation and analysis on the important factors of the demand and the satisfaction of the incentive factors of the personnel stationed in the different places. According to the comparison between the degree of need and the degree of satisfaction, it is concluded that there are five items that need to be improved in terms of motivation, namely salary, welfare, performance, career and training. Then through in-depth interviews and careful observation and reflection with some staff stationed in different places, the paper analyzes the problems of these five projects comprehensively, and then flexibly applies different incentive theories and incentive methods. According to the characteristics of the personnel stationed in different places in the communication construction industry and Z Company, the optimization scheme of the incentive mechanism for the personnel stationed in the different places of Z Company is designed for the key improvement projects, and the corresponding safeguard measures are worked out to ensure the implementation of the incentive mechanism. In order to improve the enthusiasm of employees in different places and provide a reference for the incentive mechanism of Z company in different places, so as to improve the competitiveness of Z company to open up the foreign market, so that the company can get a healthy and orderly development. In addition, it is hoped that this will play a certain reference role in the reform and development of state-owned construction enterprises.
【学位授予单位】:广东工业大学
【学位级别】:硕士
【学位授予年份】:2017
【分类号】:F272.92;F626

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