基于中小机场战略发展的绩效考核体系研究设计

发布时间：2018-04-10 01:37

本文选题：人力资源　切入点：中小机场　出处：《内蒙古财经大学》2017年硕士论文

【摘要】：在当今社会经济发展过程中,人才资源的开发、利用和管理不仅成为经济增长的决定性因素,而且是直接构成企业核心竞争力的关键性战略性资源。绩效与薪酬管理涉及员工的切身利益和企业整体目标的实现。设计合理的、有竞争力的薪酬体系有助于企业吸引和留住人才,激励员工,提高员工和企业整体绩效。而有效的绩效评估体系则有助于企业的资源配置和目标协调,同时通过绩效管理可以促使员工提高自身素质,实现自我价值。内蒙古民航机场集团公司于2003年12月19日正式成立,前身为中国民用航空内蒙古自治区管理局。目前,经营管理呼和浩特、包头、呼伦贝尔、乌兰浩特、通辽、赤峰、锡林浩特、乌海、阿尔山等自治区内9家民用机场,受托经营管理二连浩特、巴彦淖尔机场、阿拉善三个通勤机场(阿拉善左旗、阿拉善右旗、额济纳旗)、根河通用(短途运输)机场、乌兰察布机场和建设当中的霍林郭勒、扎兰屯、林西4个支线机场。新巴尔虎右旗、乌拉特中旗、阿鲁科尔沁旗、镶黄旗、巴林右旗5个通用机场,经营管理和受托经营管理的机场共24个。2015年,集团公司共完成旅客吞吐量1491.8万人次、货邮吞吐量6.9万吨、保障运输起降15.6万架次,同比分别增长14.7%、2.7%和11.1%。共有40家航空公司(外航10家)参与运营区内市场,运营航线256条(国际航线10条、地区航线6条),通航城市79个。根据民航相关文件,年旅客吞吐量在200万人次(含)以下的民用机场定义为中小机场,目前自治区内年吞入量达200万人次以上的机场仅呼和浩特机场。作为内蒙古自治区第13个民用支线机场,巴彦淖尔机场承载着地区公共保障性建设、推动区域经济社会发展的重任,同时作为新建中小机场,与自治区其他中小机场一样,面临的人员岗位限制,劳务用工临时性、特殊时期人员紧缺,员工经验不足、技能不高,薪酬管理模式弊端涌现等诸多管理问题,经过找问题、访需求、寻原因后,总结中小机场管理共性问题,核心问题就是对员工的绩效管理。本次选题,借鉴当代先进的绩效管理理论,建立针对中小机场科学、规范、有效的绩效管理体系,以提高企业内部管理水平,充分调动员工积极性,不断提高中小机场的核心竞争力,确保中小机场健康持续快速发展。以内蒙古巴彦淖尔机场绩效管理工作中遇到的诸多实际问题,在问题管理理念的指导下,以绩效管理为工具:一是通过对机场公司组织特征的深刻认识,变事物性和管理型的薪酬管理为战略性薪酬管理,通过构建“对外有竞争、对内有公平”的新的薪酬体系,灵活运用可变薪酬,激励在岗员工提高劳动生产率,突破“人工成本总额的低成本等同于人均低成本”的理论误区,实现人力资源投入的内涵式发展,打破了“企业发展越快、用工人数越多、人工成本越大,工资上涨越难”的循环悖论;二是通过对员工需求结构的准确把握,以提升员工技能为主线,建设卓有成效的“一人多岗、一岗多能、一岗多薪”的工作机制;突破“三定”原则对薪酬、岗位、部门的束缚,建设内部劳动力市场,以岗位工作内容的拆分和分值化设计,结合高分值工作的竞聘和淘汰机制,激发起员工的学习意识、责任意识、质量意识。将员工的关注点由工资的高低转移到工作本身,实现了公司绩效、部门绩效、岗位绩效的有效衔接。
[Abstract]:In today's society in the process of economic development, human resources development, utilization and management not only become a decisive factor in economic growth, but also is the key strategic resources directly to the core competitiveness of the enterprises. The performance and salary management involves the vital interests of the staff and the whole enterprise goal. Reasonable design, competitive salary system help enterprises to attract and retain talent, motivate employees, improve employee and overall enterprise performance and effective performance evaluation system, resource allocation and coordination objectives contribute to the enterprise, but also can motivate employees to improve their own quality through performance management, realize the self value. The Inner Mongolia civil airport group company was founded in December 19, 2003, formerly known as the Inner Mongolia Autonomous Region civil aviation authority Chinese. At present, the management of Hohhot, Baotou, Hulun Buir, Ulanhot, Tongliao, Chi Xilinhaote, Wuhai, Feng, Arxan Autonomous Region 9 civil airports, entrusted with the management of Erenhot, Bayannaoer airport, Alashan Airport (three commuter Alashan banner, Alashan Right Banner, Ejinaqi), GM (short haul) Genhe airport, Ulanqab Jining Airport and the construction in Zhalantun, Linxi Huolinguole, 4 regional airports. Xinbaerhuyouqi. Wulatezhongqi, Alukerqinqi, Xianghuangqi, Bahrain Youqi 5 general airport, airport management and the management of a total of 24.2015 years, the group company completed a total passenger throughput of 14 million 918 thousand passengers, cargo throughput of 69 thousand tons, transport movements 156 thousand vehicles, an increase of 14.7%, 2.7% and 11.1%. a total of 40 Airlines (by 10) in the operation area market, operating 256 flights (10 international routes and regional routes 6, navigable City 79) according to the civil aviation. The relevant documents, the annual passenger throughput of 2 million passengers (including) the following definition of civil airport for small and medium sized airports, the autonomous region in Tunru amounted to 2 million passengers over the airport Hohhot airport. As the Inner Mongolia Autonomous Region's thirteenth civil regional airport, Bayannaoer Airport carrying the public security construction area, the responsibility to promote regional economic and social development at the same time, as a new small airport, and the autonomous region of other small and medium-sized airports, facing the personnel employment restrictions, temporary, special period of staff staff shortage, lack of experience, skill is not high, many management problems of salary management pattern malpractice emergence, after looking for problems, find the reasons, visit the demand, summed up the small airport management the common problem, the core issue is the staff's performance management. This topic, draw lessons from the advanced performance management theory, to build a small airport branch Science, standard, effective performance management system to improve the internal management level, fully mobilize the enthusiasm of the staff, and continuously improve the core competitiveness of small and medium sized airports, to ensure the healthy sustained and rapid development of small and medium-sized airports. Many practical problems in the performance management of Inner Mongolia Bayannaoer airport encountered problems in the management, under the guidance of the concept of performance management tools: one is through the deep understanding of the characteristics of the Airport Inc organization, compensation management and management of something for the strategic salary management, through the construction of "foreign competition, the new pay system is fair for the flexible use of variable pay, incentive employees to improve labor productivity, to break the" low cost artificial the total cost is equal to the theoretical errors of low per capita cost, realize the connotation of human resources development, breaking the "enterprise development faster, with the number of workers More and more labor costs, wages rose more difficult cycle paradox "; two is to accurately grasp the demand structure of employees, to improve staff skills as the main line, one more post construction", a very fruitful Gang, the working mechanism of post salary ";" three "principle of compensation breakthrough department, post, bound, construction of internal labor market, with the content of the post split and value of the design, combined with the high score of job competition and elimination mechanism, arouse the employees' learning consciousness, responsibility consciousness, quality consciousness. Will focus on the level of wages of employees by transfer to the work itself, to achieve the company performance, department performance, effective convergence performance.

【学位授予单位】：内蒙古财经大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F562.6

【参考文献】