【摘要】：自從2008年新一輪電信業(yè)重組后，我國三家運營商都擁有了全業(yè)務運營牌照，通信行業(yè)的競爭空前激烈，為適應行業(yè)競爭，眉山移動公司在集團、省公司指導下，積極探索并實踐一線崗位人員的計件薪酬，初步起到了良好的效果。 首先本論文對國內(nèi)外薪酬體系、計件薪酬理論現(xiàn)狀及成果進行詳細描述，梳理出對指導眉山移動公司一線崗位計件薪酬直接有效用的理論框架。其次，對眉山移動公司成立以來就已實行的薪酬管理體系，尤其是一線生產(chǎn)崗位的薪酬管理現(xiàn)狀進行描述并深入分析一線生產(chǎn)崗位薪酬體系存在的問題，闡明了當前實施一線生產(chǎn)崗位計件薪酬管理的必要性。再次，結(jié)合眉山移動公司當前一線的業(yè)務發(fā)展重點，提出一線崗位直接的績效為導向開展量化薪酬設計，并總體規(guī)劃，分階段有重點實施，首先在集團專業(yè)口的一線崗位：包括客戶經(jīng)理、中心主任或副主任、業(yè)務支撐崗、集團行業(yè)經(jīng)理等進行實施，確定了計件薪酬方案中的薪酬結(jié)構(gòu)、計件薪酬標準、計件系數(shù)等，并擬訂了組織保障體系和執(zhí)行體系。再次，經(jīng)過第一階段的實踐，本文對首批實施一線崗位計件薪酬進行了分析，提出改進方案，并在第二批，，也就是市場部下屬的一線生產(chǎn)崗位：包括網(wǎng)格經(jīng)理、行銷經(jīng)理、自辦廳營業(yè)員、鄉(xiāng)鎮(zhèn)營銷經(jīng)理的計件薪酬中進行優(yōu)化實施。最后，本文對眉山移動實施計件薪酬進行了效益分析，并擬定了提升方案，以確保計件薪酬實施后企業(yè)和員工效益的總體提升。 本文通過薪酬管理、績效管理及計件制薪酬相關(guān)理論知識為指導對眉山移動分公司一線生產(chǎn)崗位的計件薪酬進行再設計、實施并優(yōu)化改進，取得了良好的經(jīng)濟效益，提升了公司的管理軟實力，對其他實行計件薪酬制的通信企業(yè)提供了一定的參考。
[Abstract]:Since the new round of restructuring of the telecommunications industry in 2008, the three operators in China have all the full-service operation licences, the competition in the communications industry is unprecedented, in order to adapt to the industry competition, Meishan Mobile Company under the guidance of the group, provincial companies, Active exploration and practice of front-line personnel piece-by-piece salary, initially played a good effect. Firstly, this paper describes in detail the domestic and foreign compensation system, the present situation and achievements of piece-by-piece compensation theory, and gives out the theoretical framework of direct and effective use of piece-by-piece compensation for first-line posts in Meishan Mobile Company. Secondly, it describes the salary management system that Meishan Mobile Company has implemented since its establishment, especially the status quo of compensation management of first-line production positions, and deeply analyzes the problems existing in the compensation system of first-line production posts. This paper expounds the necessity of implementing piece-by-piece salary management in front-line production position at present. Thirdly, combined with the current first-line business development focus of Meishan Mobile Company, this paper puts forward the direct performance-oriented quantitative salary design for the first-line posts, and the overall plan, with emphasis on the implementation in stages. First of all, there are first-line positions in the professional office of the group: account manager, center director or deputy director, business support post, group industry manager, etc., to determine the salary structure, piece-by-piece salary standard, piece-by-piece coefficient and so on in the piece-by-piece salary scheme. And has drawn up the organization safeguard system and the execution system. Thirdly, after the first stage of practice, this paper analyzes the first batch of implementation of first-line job piece-by-piece salary, puts forward the improvement scheme, and in the second batch, that is, the first-line production positions under the marketing department: including grid manager, marketing manager, Self-run hall salesperson, township marketing manager piece-by-piece salary optimization implementation. Finally, this paper analyzes the benefits of piece-by-piece salary of Meishan Mobile, and draws up an improvement scheme to ensure the overall improvement of enterprise and employees' benefit after the implementation of piece-by-piece salary. Based on the theory of compensation management, performance management and piece-by-piece compensation, this paper re-designs, implements and optimizes the piece-by-piece compensation for the first-line production posts in Meishan Mobile Company, and obtains good economic benefits. Improve the soft power of the management of the company, the implementation of piece-by-piece pay for other communications enterprises to provide a certain reference.
【學位授予單位】：電子科技大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F272.92;F626

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