本文選題：石油石化企業(yè)　切入點(diǎn)：低成本戰(zhàn)略　出處：《內(nèi)蒙古財(cái)經(jīng)大學(xué)》2017年碩士論文

【摘要】：作為企業(yè)生存與發(fā)展的重要資源,擁有一支穩(wěn)定、熟練、高效的一線員工隊(duì)伍非常重要,一線員工作為企業(yè)提質(zhì)創(chuàng)效的主體,只有團(tuán)結(jié)穩(wěn)定凝心聚力,才能使企業(yè)具有核心競(jìng)爭(zhēng)力并且穩(wěn)健快速的發(fā)展。隨著國(guó)際油價(jià)斷崖式的下跌,給國(guó)內(nèi)外石油石化企業(yè)經(jīng)營(yíng)發(fā)展帶來(lái)了巨大的挑戰(zhàn)與壓力,企業(yè)經(jīng)營(yíng)成本陡然增大,這就使在高油價(jià)時(shí)企業(yè)掩蓋的成本硬性增長(zhǎng)、管理低調(diào)粗放等問(wèn)題逐漸凸顯出來(lái)。許多公司根據(jù)這種現(xiàn)狀及時(shí)調(diào)整公司的發(fā)展定位和思考自身的發(fā)展戰(zhàn)略,紛紛采取了壓縮員工總量、縮減管理層級(jí)、減少管理費(fèi)用、挖掘內(nèi)部潛效等手段來(lái)降低企業(yè)的經(jīng)營(yíng)成本,并普遍實(shí)行了低成本戰(zhàn)略,導(dǎo)致企業(yè)一線員工工資與福利普遍下降,工作積極性受到打擊,公司銷(xiāo)量與利潤(rùn)逐年降低,甚至出現(xiàn)了嚴(yán)重虧損的狀況。為了研究這種環(huán)境與背景下石油石化企業(yè)一線員工的激勵(lì)機(jī)制,本文以A石油公司為例,在低成本戰(zhàn)略的前提下,通過(guò)制定科學(xué)合理有效的薪酬分配和績(jī)效考核方案,將高毛利商品與一線員工的銷(xiāo)售任務(wù)進(jìn)行掛鉤,與原有的升油工資進(jìn)行互補(bǔ),提升“油卡非潤(rùn)”一體化營(yíng)銷(xiāo)的效果,來(lái)增加一線員工的收入,彌補(bǔ)工資總額不足導(dǎo)致升油工資掛鉤缺口的問(wèn)題。從而進(jìn)一步提升一線員工的工作熱情,增加一線員工的積極性,保證公司今后平穩(wěn)快速的發(fā)展,最終實(shí)現(xiàn)公司鞏固份額、提質(zhì)增效、扭虧為盈的工作目標(biāo)。本文主要內(nèi)容:首先,提出研究問(wèn)題并闡述本文研究的意義及現(xiàn)狀,以低成本戰(zhàn)略理論、戰(zhàn)略人力資源理論和薪酬激勵(lì)理論為基礎(chǔ),深入分析A石油公司戰(zhàn)略變革的現(xiàn)狀及趨勢(shì),為研究開(kāi)展提供方向性的指導(dǎo);其次,介紹A石油公司一線員工的基本情況以及企業(yè)戰(zhàn)略轉(zhuǎn)型后具體的績(jī)效考核和薪酬管理方案,詳細(xì)闡述方案的設(shè)計(jì)過(guò)程和原理;再次,總結(jié)了低成本戰(zhàn)略下一線員工薪酬激勵(lì)的主要成效,并采用發(fā)放調(diào)查問(wèn)卷的方式研究了一線員工薪酬激勵(lì)存在的問(wèn)題和原因;最后,對(duì)于出現(xiàn)的問(wèn)題給出相應(yīng)的對(duì)策和建議。研究結(jié)論如下:一是薪酬激勵(lì)體系的制定與公司的發(fā)展戰(zhàn)略目標(biāo)必須保持高度一致;二是一線員工薪酬激勵(lì)的目標(biāo)要外在激勵(lì)與內(nèi)在激勵(lì)相結(jié)合;三是有效的人力資源管理和薪酬激勵(lì)體系可以使企業(yè)戰(zhàn)略更好的實(shí)施與實(shí)現(xiàn)。總之,通過(guò)有效的人力資源管理,能夠最大限度地調(diào)動(dòng)一線人員主動(dòng)性、積極性和創(chuàng)造性,激活員工的潛力和企業(yè)的活力,從而更好的實(shí)現(xiàn)企業(yè)低成本的發(fā)展戰(zhàn)略。
[Abstract]:As an important resource for the survival and development of enterprises, it is very important to have a stable, skilled and efficient front-line staff. With the falling of international oil price, it brings great challenge and pressure to the management and development of domestic and foreign petroleum and petrochemical enterprises, and the operating cost of the enterprises increases sharply. This has gradually exposed the problems of hard cost growth concealed by enterprises when oil prices are high, low profile and extensive management, and so on. Many companies have timely adjusted their development positioning and pondered their own development strategies according to this situation. Many measures have been taken to reduce the operating costs of enterprises, such as reducing the total number of employees, reducing the level of management, reducing the cost of management and tapping into internal potential effects, and generally implementing the low cost strategy, which leads to a general decline in the wages and benefits of front-line employees in enterprises. In order to study the incentive mechanism of front-line staff in petroleum and petrochemical enterprises under this environment and background, this paper takes A oil company as an example. Under the premise of low cost strategy, through the formulation of scientific, reasonable and effective salary distribution and performance appraisal scheme, the high gross margin goods are linked to the sales tasks of the front-line staff, and complementary with the original increase in oil wage. Improve the effect of "oil card non-run" integrated marketing, to increase the income of front-line staff, make up for the problem that the lack of total wages leads to the gap in the increase of oil wages, so as to further enhance the enthusiasm of front-line employees. Increase the enthusiasm of front-line staff, ensure the company's smooth and rapid development in the future, and ultimately achieve the company's share consolidation, quality and efficiency, turn losses into profits. The main content of this paper: first, Based on the theory of low cost strategy, the theory of strategic human resources and the theory of salary incentive, the paper analyzes the present situation and trend of the strategic change of A oil company deeply, which is based on the theory of low cost strategy, the theory of strategic human resources and the theory of salary incentive. In order to provide directional guidance for the research; secondly, introduce the basic situation of A oil company front-line staff and the specific performance appraisal and salary management plan after the strategic transformation of the company, elaborate the design process and principle of the scheme in detail; thirdly, This paper summarizes the main results of salary incentive of front-line staff under low cost strategy, and studies the problems and causes of compensation incentive of front-line staff by means of questionnaire. Finally, The research conclusions are as follows: first, the formulation of compensation incentive system and the development strategy of the company must be highly consistent; Second, the goal of salary incentive for front-line employees should be combined with internal incentive; third, an effective human resources management and compensation incentive system can make the enterprise strategy better implemented and realized. In short, through effective human resources management, It can maximize the initiative, enthusiasm and creativity of the front-line personnel, activate the potential of employees and the vitality of the enterprise, so as to better realize the development strategy of the enterprise with low cost.
【學(xué)位授予單位】：內(nèi)蒙古財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：F426.22;F272.92

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