G公司项目经理薪酬激励研究

发布时间：2018-10-13 17:53

【摘要】：项目经理是经过企业法定代表人委托,全权负责项目的实施和管理工作,是项目管理过程中的领导者,对项目的顺利实施起着决定性作用。而薪酬激励是激励手段中最重要的,最易被运用的激励手段。对项目经理进行合理有效的薪酬激励可以帮助项目管理企业实现公司战略管理目标和提高市场竞争优势。G公司是一家主要从事广播电视工程、信息网络工程、通信系统等工程的国有中小型企业。随着有线电视数字化在全国范围的推广,公司工程承接量迅速猛增,公司规模逐渐扩张。G公司在项目经理人数逐渐增加的情况下,却出现了项目经理的工作积极性、主动性不断下降的情况。本文对G公司的这种情况进行了研究,结果发现,出现这种现象的主要原因是多年来项目经理的薪酬管理方面存在比较严重的问题,主要是浮动薪酬比例和薪酬层级少、绩效考核方法缺乏激励性、晋升机制不健全、福利薪酬平均化和单一化,项目经理的薪酬制度严重缺乏激励性。产生这种情况的主要原因一是公司高层对项目经理的薪酬管理不够重视,沿用过去的薪酬制度多年不变,没有根据公司的业务发展变化和项目经理的工作变化进行调整；二是人力资源管理人员专业水平不高,没有及时发现问题并提出有针对性的解决方案；三是人力资源管理的一些基础性的工作比较薄弱,难以满足科学的薪酬管理的需要。在进行了实地访谈,充分听取了公司高层领导的意见的基础上,分析了项目经理的工作特点和和需求特点,提出了解决项目经理的薪酬制度缺乏激励性问题的解决思路,提出了如下对策措施：建立宽带薪酬体系；改善项目经理绩效考核体系；完善项目经理职位晋升制度；建立弹性化福利薪酬制度等,并提出了具体的实施方案建议。
[Abstract]:The project manager is the leader in the process of project management and plays a decisive role in the smooth implementation of the project, which is entrusted by the legal representative of the enterprise and fully responsible for the implementation and management of the project. The salary incentive is the most important and easy to be used. Reasonable and effective salary incentives for project managers can help project management enterprises achieve their strategic management objectives and enhance their competitive edge in the market. G Company is mainly engaged in radio and television engineering and information network engineering. State-owned small and medium-sized enterprises in communications systems and other projects. With the spread of CATV digitization in the whole country, the project undertaking volume of the company is increasing rapidly and the company's scale is gradually expanding. While the number of project managers is increasing gradually, the project manager's enthusiasm appears in G Company. A steady decline in initiative. This paper studies this situation in company G, and finds that the main reason for this phenomenon is that there are serious problems in the salary management of project managers over the years, mainly due to the low floating salary ratio and salary levels. The performance appraisal method lacks the incentive, the promotion mechanism is not perfect, the welfare salary is average and single, and the compensation system of the project manager lacks the incentive seriously. The main reasons for this are that the top management of the company pay less attention to the salary management of the project manager, and the compensation system used in the past has remained unchanged for many years, and has not been adjusted according to the business development of the company and the changes in the work of the project manager. The other is that the professional level of human resource managers is not high, they have not found problems in time and put forward targeted solutions; third, some basic work of human resources management is relatively weak, and it is difficult to meet the needs of scientific salary management. On the basis of on-the-spot interviews and full listening to the opinions of the senior leaders of the company, this paper analyzes the work and demand characteristics of the project managers, and puts forward a solution to the lack of incentive problems in the compensation system of the project managers. This paper puts forward the following countermeasures: establishing broadband salary system; improving the performance appraisal system of project manager; perfecting the promotion system of project manager; establishing flexible welfare compensation system; and putting forward concrete implementation proposals.
【学位授予单位】：南京师范大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F279.26;F272.92

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