【摘要】：國(guó)民經(jīng)濟(jì)的增長(zhǎng)帶動(dòng)了我國(guó)民航業(yè)的高速發(fā)展。為了使機(jī)場(chǎng)更好的為地方經(jīng)濟(jì)服務(wù),機(jī)場(chǎng)從2002年開始進(jìn)行屬地化改革,所有權(quán)和經(jīng)營(yíng)權(quán)從民航總局交由地方政府進(jìn)行管理,改變了過(guò)去機(jī)場(chǎng)事業(yè)單位的定位,開始推行企業(yè)化的管理,逐步建立起現(xiàn)代企業(yè)制度。雖然外界環(huán)境和體制發(fā)生了變化,但很多機(jī)場(chǎng)在薪酬管理方面一直沿用改革前的制度,沒有進(jìn)行相應(yīng)調(diào)整,與機(jī)場(chǎng)的發(fā)展不相適應(yīng),并產(chǎn)生了一些不利影響。 GL機(jī)場(chǎng)現(xiàn)行薪酬體系于1998年制定,隨著機(jī)場(chǎng)業(yè)務(wù)量的增加、內(nèi)外環(huán)境的變化以及經(jīng)營(yíng)體制的轉(zhuǎn)型,GL機(jī)場(chǎng)對(duì)戰(zhàn)略規(guī)劃進(jìn)行了較大的調(diào)整,但薪酬體系卻沒有改變,目前存在人工成本偏高、激勵(lì)效果不明顯、不能體現(xiàn)崗位價(jià)值以及缺乏內(nèi)部公平等弊端,亟需進(jìn)行重新設(shè)計(jì)。 對(duì)GL機(jī)場(chǎng)進(jìn)行薪酬設(shè)計(jì)目的是為了控制過(guò)快增長(zhǎng)的人工成本,激勵(lì)員工高效工作,保持機(jī)場(chǎng)的核心競(jìng)爭(zhēng)優(yōu)勢(shì)。在設(shè)計(jì)時(shí),首先需要對(duì)機(jī)場(chǎng)情況進(jìn)行認(rèn)真、細(xì)致的調(diào)查,運(yùn)用薪酬管理、績(jī)效管理以及激勵(lì)理論等相關(guān)理論來(lái)指導(dǎo)薪酬設(shè)計(jì)。另外,還要結(jié)合企業(yè)的發(fā)展戰(zhàn)略,綜合考慮各種因素的影響,才能設(shè)計(jì)出與企業(yè)發(fā)展相匹配的薪酬體系。 基于職位的GL機(jī)場(chǎng)薪酬體系設(shè)計(jì)以崗定薪,同時(shí)綜合考慮績(jī)效、技能等影響因素,采用寬帶薪酬設(shè)計(jì)理念確定薪酬結(jié)構(gòu)。新的薪酬體系將充分發(fā)揮薪酬的激勵(lì)和引導(dǎo)作用,更加符合機(jī)場(chǎng)的實(shí)際運(yùn)行情況,能夠降低機(jī)場(chǎng)的運(yùn)行成本,引導(dǎo)員工加強(qiáng)學(xué)習(xí)、增強(qiáng)技能、提高工作積極性和工作效率,從而促進(jìn)GL機(jī)場(chǎng)的可持續(xù)發(fā)展。
[Abstract]:The growth of the national economy has driven the rapid development of China's civil aviation industry. In order to make the airport better serve the local economy, the airport began to carry out a localized reform in 2002, and the ownership and management rights were handed over to the local government from the General Administration of Civil Aviation for management, which changed the orientation of the airport institutions in the past. Begin to carry out the management of enterprise, establish modern enterprise system step by step. Although the external environment and system have changed, many airports have been using the system of salary management before the reform, without corresponding adjustment, which is not in line with the development of the airport, and has had some adverse effects. The current salary system of GL Airport was established in 1998. With the increase of airport business volume, the change of internal and external environment and the transformation of management system, GL Airport has made great adjustments to the strategic planning, but the compensation system has not changed. At present, there are some disadvantages, such as high labor cost, low incentive effect, lack of post value and lack of internal fairness, so it is urgent to redesign. The purpose of the compensation design of GL airport is to control the excessive increase of labor cost, to motivate the staff to work efficiently and to maintain the core competitive advantage of the airport. In the design of the airport, it is necessary to carefully investigate the situation of the airport, and apply the theories of salary management, performance management and incentive theory to guide the compensation design. In addition, combining the development strategy of the enterprise and considering the influence of various factors, we can design the salary system matching with the development of the enterprise. The salary system of GL airport based on position is designed with fixed salary at the same time considering the influence factors such as performance skill and so on the salary structure is determined by the concept of broadband compensation design. The new compensation system will give full play to the incentive and guidance role of the compensation, more in line with the actual operation of the airport, can reduce the operating costs of the airport, guide the staff to strengthen their learning, enhance their skills, and improve their enthusiasm and efficiency. So as to promote the sustainable development of GL airport.
【學(xué)位授予單位】：廣西師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272.92;F562.6

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