民航A空管分局管制员激励方案设计

发布时间：2018-08-17 08:45

【摘要】：空中交通管制员是空管系统的核心,也是保证民航安全的重要队伍之一。随着世界经济和我国经济的高速发展,我国的空中交通流量也在逐年增加,因此建设和培养一支高素质的管制员队伍是民航实现飞行安全的基本保证。然而,近年来管制员工作积极性不高,甚至管制员流失的现象频发,对空管事业的发展带来了不利的影响。如何做好管制员管理工作,保证管制员队伍稳定,充分挖掘管制员自身潜能,使其为飞行提供更优质更安全的管制服务,是摆在空中交通管理者面前非常重要且迫切的问题。本文主要研究了民航A空管分局管制员现时的工作及激励现状,分析了在管制员激励方面存在的问题,并设计了相应的激励方案。论文描述了民航A空管分局概况和管制员的现状,运用实例和数据,采用类比和对比的方法,分析了目前民航A空管分局管制员存在的种种问题。在民航A空管分局,管制员指挥的航班流量越来越大,但持有管制执照的管制员人数较少,工作时间长,管制工作劳动强度及工作压力非常大。在这种情况下,管制员不多的休息时间也时常被占用,导致管制员工作积极性不高,甚至造成了管制人才的流失。论文对民航A空管分局的管制员激励现状进行了概括。在收入方面,虽然已建立管制员等级制度和薪酬制度,但制度并未能真正提高管制员的收入；在休假方面,管制员能连续完整休假的机会很少。另外,管制员的奖惩在现实中运用较少、管制员自身发展提升的范围和空间都不够广阔。文章从历史、体制、制度和管理等方面,分析了现阶段管制员激励制度执行不力甚至缺失的原因,由此指出目前的激励措施已不能满足对管制员的管理需要,与现时的空管事业发展已经不相协调,并提出了进行管制员激励方案重新设计的紧迫性和必要性。针对管制员激励中存在的问题,论文着重对民航A空管分局的管制员激励方案进行了重新设计。文章从五个方面详细阐述了方案的具体内容以及实施方案的要求和注意事项,即：(1)管制员职业生涯开发：实行平等竞争、择优使用、量才培养原则；建立多元结构的工资体系；完善培训体系。(2)制度激励：从管制员分级制度、管制员薪酬制度、管制员培训激励制度三个方面进行解释。(3)企业文化：从企业文化的营造、构建企业文化激励体系、企业文化建设注意事项三方面进行分析。(4)领导行为：领导的良好行为、模范作用、以身作则能够有力地激发管制员的积极性。(5)精神激励：从精神激励的作用、精神激励的特征、利用精神激励需要遵循的原则三个方面进行论述。文章还提出了以管制员储备、经济支持、物质和精神相结合、考虑个别差异和多层次激励、领导行为等六个方面的保障手段来保证管制员激励方案的实施。本文期望通过对管制员激励方案进行较为全面的设计,为民航A空管分局的管理者和决策者提供具有可操作性的建议和参考,促使空管管理者和决策者改进对管制员的管理,进而促进管制员的健康成长,推动空管事业的良性发展。
[Abstract]:Air traffic controllers are the core of the air traffic control system and one of the important teams to ensure the safety of civil aviation. With the rapid development of the world economy and China's economy, the air traffic flow in China is also increasing year by year. Therefore, building and training a contingent of high-quality controllers is the basic guarantee for civil aviation to achieve flight safety. How to do a good job in the management of air traffic controllers, ensure the stability of the controllers, fully tap the potential of controllers themselves, so that they can provide better and safer control services for flight, is put in the air traffic management. A very important and urgent question before us.
This paper mainly studies the current work and incentive situation of the controller of the civil aviation A air traffic control sub-bureau, analyzes the problems existing in the incentive of the controller, and designs the corresponding incentive scheme.
This paper describes the general situation of CAAC air traffic control bureau and the status quo of controllers. By using examples and data, and by means of analogy and comparison, the problems of controllers in CAAC air traffic control bureau are analyzed. In this case, the short break time of the controller is often occupied, which leads to the low enthusiasm of the controller, and even the loss of control personnel.
This paper summarizes the actuality of controller incentive in CAAC A Air Traffic Control Sub-bureau. In terms of income, although a controller rank system and salary system have been established, the system has not really improved the controller's income. In terms of leave, there are few opportunities for the controller to take continuous and complete leave. The scope and space of the controller's development and promotion are not wide enough. This paper analyzes the reasons why the incentive system for the controller is not well implemented or even lacks at the present stage from the aspects of history, system, system and management, and points out that the current incentive measures can not meet the needs of the controller's management, and the development of the air traffic control enterprise is no longer in place. Coordinated and put forward the urgency and necessity of redesigning the controller incentive plan.
In view of the problems existing in the controller incentive, this paper redesigns the controller incentive scheme of CAAC A Air Traffic Control Sub-bureau. The paper elaborates the specific contents of the scheme and the requirements and precautions of the implementation scheme from five aspects, namely: (1) Controller career development: implementing equal competition, selecting the best use, and quantity of talent. (2) Institutional incentives: from the three aspects of the controller classification system, the controller salary system, the controller training incentive system to explain. (3) Corporate culture: from the construction of corporate culture, building corporate culture incentive system, corporate culture construction matters needing attention. (4) Leadership behavior: good behavior of leadership, exemplary role, as an example can effectively stimulate the enthusiasm of controllers. (5) Spiritual incentive: from the role of spiritual incentives, characteristics of spiritual incentives, the use of spiritual incentives to follow the principle of three aspects are discussed. The article also proposed to reserve controllers, economic support. Considering individual differences, multi-level incentives, leadership behavior and other six safeguards to ensure the implementation of the controller incentive program.
This paper expects to provide operable suggestions and references for the managers and decision makers of CAAC A Air Traffic Control Bureau by designing a more comprehensive incentive scheme for air traffic controllers, so as to promote the healthy growth of air traffic controllers and promote the sound development of air traffic control undertakings.
【学位授予单位】：广西大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272.92;F562.6

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