国企BY公司结构与激励体制改革研究

发布时间：2018-07-27 11:53

【摘要】：随着信息产业的迅速发展,在传统语音业务萎缩与新兴业务竞争的压力下,本文以电信公司的BY区县公司为例,探讨其组织架构、绩效薪酬方面的划小承包改革,望能为国企改革提供一点思路。作为拥有一百多年历史的国企电信公司,在年轻富有活力的各电信运营商的夹击下,于2014年推行了划小承包改革。不同于上世纪九十年代的国企通过承包转变经营方式的改革,电信公司的划小承包改革,是一场组织架构调整与内部绩效薪酬激励体制的创新。划小,是以区县公司下属的营销服务中心为单位,通过内部竞标、认标等方式确定承包人。承包人对收入与业务指标负责,薪酬与之挂钩,并对下属员工有绩效考评权与薪酬分配权。它打破了传统论资排辈的激励体系,对于一个军事化企业走过来的老牌国企来说,这是一个权力下沉的重大改革。作为改革实际执行者的BY公司,是广州分公司下属收入规模第二大局,BY公司划小改革成功与否,对整个广州分公司有着举足轻重的影响。本文结合BY公司在变革前所存在的实际问题,探讨BY公司如何通过组织架构的优化调整、以实现责权利的重新分配,达到压缩业务流程和对市场快速反应的目的;分析如何针对原绩效薪酬体系的核心问题,对组织、个人激励进行优化,结合闭环管控与倒三角支撑,建立一个风险共担的激励体系,提高员工积极性。最后通过BY公司业绩数据对比,分析划小改革的初步成效与可行性,结合目前承包人能力急需提升与管理权力重新分配所遇到的现实问题,探讨深化划小的发展方向。
[Abstract]:With the rapid development of the information industry, under the pressure of the traditional voice service shrinking and the new business competition, this article takes the by county company of the telecommunication company as an example, discusses its organization structure, the performance compensation aspect plan the small contract reform, Hope to provide some ideas for the reform of state-owned enterprises. A state-owned telecom company with a history of more than 100 years, it launched a small contract reform in 2014, under the attack of young and vibrant telecom operators. Different from the reform of state-owned enterprises' management mode through contracting in 1990s, the reform of small contracting in telecom companies is an innovation of organizational structure adjustment and internal performance compensation incentive system. Small, is the district-county company subordinate to the marketing service center as the unit, through internal bidding, recognition and other ways to determine the contractor. The contractor is responsible for the revenue and business indicators, and the compensation is linked to it, and the employee has the right to evaluate the performance and the distribution of the salary. It breaks down the traditional seniority incentive system and is a major reform of the sinking power for a militarized old state-owned enterprise. As the actual executor of the reform, by Company is the second overall situation of the income scale of Guangzhou Branch and the success of the small reform of by Company, which has a decisive influence on the whole Guangzhou Branch. In this paper, we discuss how to optimize and adjust the organization structure to realize the redistribution of responsibility and rights, and achieve the purpose of compressing the business process and responding to the market quickly by combining with the practical problems existing before the change of by company. This paper analyzes how to optimize the organization and individual incentive system in view of the core problems of the original performance compensation system and establish a risk-sharing incentive system in combination with closed-loop control and inverted triangle support to improve the enthusiasm of employees. Finally, through the comparison of performance data of by Company, this paper analyzes the preliminary effect and feasibility of the small reform, and discusses the development direction of deepening the small plan by combining with the practical problems in the urgent need of upgrading the contractor's ability and the redistribution of management power at present.
【学位授予单位】：华中科技大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272.92;F626

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