战略转型下C公司核心人才激励制度研究

发布时间：2018-03-25 07:17

本文选题：战略转型　切入点：核心人才　出处：《南昌大学》2017年硕士论文

【摘要】：近年来,面临着整体建筑业下行的产业环境及建筑业“营改增”的国家政策,C公司原有的传统建筑业发展模式已限制了企业的发展。为了生存和发展,C公司迫切需要进行公司的战略转型,实施精细化管理:一方面大力发展建筑工程主营业务;另一方面大力推进建筑产业现代化,重点发展钢结构及混凝土预制件等装配式建筑。根据二八定律,在企业中占比约20%的核心人才能够创造约80%的效益,是企业人力资本优势的重要组成部分。核心人才对C公司形成自身的竞争优势、实现战略转型发挥着至关重要的作用。因此本文主要结合国内外学者关于核心人才激励的理论研究,以C公司作为实际案例分析样本,从C公司面临的战略转型背景出发,对核心人才激励现状及问题进行分析,采用问卷调查和数据统计分析法进行定性定量分析,旨在探索如何建立战略转型下C公司核心人才激励制度,并将该制度运用到实际企业管理中,致力于解决C公司核心人才激励方面存在的问题,最大程度地激发核心人才的潜能,形成人力资本优势,促进C公司战略转型。笔者提出,C公司核心人才不同的需求及激励因素是制定核心人才激励制度的依据,同时该制度应秉承战略导向原则、物质激励与精神激励相结合、长期激励与短期激励相结合等原则。为了有效激励战略转型下C公司的核心人才,笔者提出建立薪酬福利、绩效管理、职业发展、培训开发及企业文化五位一体的核心人才激励制度,并且通过建立任职资格体系、加强制度认知与执行以及倡导制度相容性等方式使核心人才激励制度得以推行。
[Abstract]:In recent years, Faced with the down-going industrial environment of the whole construction industry and the national policy of "changing and increasing" the construction industry, the original traditional construction industry development mode of C Company has restricted the development of the enterprise. In order to survive and develop the company, it is urgent to carry out. The strategic transformation of the company, Implementation of meticulous management: on the one hand, vigorously developing the main business of construction projects; on the other hand, vigorously promoting the modernization of the construction industry, focusing on the development of prefabricated buildings such as steel structures and concrete prefabricated parts. About 20% of the core talents in the enterprise can create about 80% benefit, which is an important part of the human capital advantage of the enterprise. Therefore, this paper mainly combines the theoretical research of domestic and foreign scholars about the core talent incentive, taking C company as the actual case analysis sample, starting from the background of strategic transformation faced by C company. This paper analyzes the current situation and problems of the core talent incentive, adopts the questionnaire survey and the data statistical analysis method to carry on the qualitative and quantitative analysis, in order to explore how to establish C company's core talent incentive system under the strategic transformation. The system is applied to the actual enterprise management to solve the problems existing in the incentive of the core talents of company C, to stimulate the potential of the core talents to the greatest extent, and to form the advantage of human capital. In order to promote the strategic transformation of company C, the author points out that the different needs and incentive factors of core talents in C company are the basis of formulating the incentive system for core talents, and the system should adhere to the principle of strategic guidance and combine material incentives with spiritual incentives. In order to effectively motivate the core talents of Company C under the strategic transformation, the author proposes the establishment of salary and welfare, performance management, career development, etc. The core talent incentive system is a five-in-one system of training and development and corporate culture, and the core talent incentive system can be carried out by establishing the qualification system, strengthening the cognition and implementation of the system and advocating the compatibility of the system.
【学位授予单位】：南昌大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F426.92

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