T公司呼叫中心员工激励方案优化研究

发布时间：2018-03-08 15:09

本文选题：呼叫中心　切入点：员工激励　出处：《安徽财经大学》2017年硕士论文　论文类型：学位论文

【摘要】：随着互联网时代的到来,市场竞争愈发激烈,越来越多的企业开始尝试从产品为中心到以客户为中心的战略转变中,各种类型的呼叫中心便应运而生。由于行业的特殊性,呼叫中心的员工在工作中普遍面临工作压力大,社会认同度低,工作成就感差、职业发展受限等问题,从而出现工作积极性不高、人员流失不断等现象,严重影响了企业的经营发展。因此,如何更好地管理和激励呼叫中心员工,对于呼叫中心公司的人力资源管理工作就显得尤为迫切。T公司是一家基于运营商数据源,利用大数据技术,为各大银行、金融消费公司以及互联网金融等提供专业风控服务的专业性公司。本文以T公司为例,对其呼叫中心的员工激励问题进行深入研究,旨在寻求优化机制设计的可行之道。我们通过问卷调查和员工访谈等方法,对T公司员工激励现状进行调查了解,发现该公司现行员工激励主要存在薪酬考核制度不够完善、员工职业发展通道较少、员工培训工作体系化建设不足、员工团队凝集力不够等问题。结合相关激励理论和公司实际,我们依据公平性、差异化、双赢性等原则,尝试对T公司呼叫中心的激励方案进行优化设计,具体从改善薪酬结构、优化员工职业生涯发展通道、优化员工培训体系和流程、加强企业文化建设等方面提出了具体的优化措施,以便让员工不同层次的需要得到满足,从而调动呼叫中心员工的积极性,有效减少人员流失,为客户提供优质服务,最终帮助企业赢得顾客和市场,提高公司经营绩效。本文的创新在于结合呼叫中心的业务性质和员工特点,融入柔性管理的思想,提出了针对性的员工激励优化方案。优化后的方案更加人性化,考虑到了员工的不同需求、考虑到员工除业绩外的工作态度和付出、更关注员工的长久发展和能力提升。本文的研究对呼叫中心行业完善现有的激励制度,提高员工工作积极性,提升企业经营管理水平具有积极意义。
[Abstract]:With the advent of the Internet era, the market competition is becoming more and more fierce. More and more enterprises begin to try to change from product-centered to customer-centric strategy, and various types of call centers emerge as the times require. Call center staff generally face the problems of high work pressure, low degree of social identity, poor sense of job achievement, limited professional development and so on. As a result, such phenomena as low work enthusiasm and continuous staff loss occur. Therefore, how to better manage and motivate the staff of call center is especially urgent for the human resource management of call center company, which is based on the data source of operator. Using big data technology to provide professional risk control services for major banks, financial consumption companies, Internet finance and so on. This paper takes T Company as an example to conduct a deep study on the issue of staff motivation in its call center. In order to find a feasible way to optimize the design of the mechanism, we investigate and understand the current situation of employee motivation in T Company by means of questionnaire investigation and employee interview, and find out that the current employee incentive system of this company is not perfect enough. There are few career development channels for employees, insufficient systematization of staff training, insufficient agglutination of staff teams, and so on. In combination with relevant incentive theory and company practice, we are based on the principles of fairness, differentiation, win-win, etc. This paper tries to optimize the incentive scheme of call center in T Company, from improving the salary structure, optimizing the career development channel, optimizing the staff training system and process. In order to satisfy the needs of employees at different levels, to mobilize the enthusiasm of the staff in the call center, to effectively reduce the wastage of staff and to provide high quality service for customers, the paper puts forward some specific optimization measures in the aspects of strengthening the construction of enterprise culture, etc. The innovation of this paper is to combine the business nature of the call center and the characteristics of the staff, and integrate the flexible management idea, which can help the enterprise to win the customers and the market and improve the performance of the company. The optimized scheme is more humanized, taking into account the different needs of the staff, considering the work attitude and effort of the staff other than performance. The research in this paper has positive significance for the call center industry to improve the existing incentive system, improve the enthusiasm of employees, improve the level of enterprise management.
【学位授予单位】：安徽财经大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F626

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