大唐公司销售人员薪酬满意度及薪酬激励研究

发布时间：2018-01-24 00:37

本文关键词： 销售人员薪酬满意度薪酬激励全面薪酬体系　出处：《新疆大学》2017年硕士论文　论文类型：学位论文

【摘要】：企业以占有市场和创造利润为立身之本,要达成企业战略目标,销售环节是重中之重,销售人员则是实现企业经营目标的重要人力资源。随着市场经济在我国的深入发展,现代企业管理理念不断深化,越来越多的企业已经意识到人力资本的重要意义。企业要想达成战略目标,出色的销售人员人力资本已成为企业不断扩张发展的重要影响因素。因此,如何更好地激励销售人员发挥自身的动力和潜能,驱动企业实现战略目标,已成为了企业管理层聚焦的重点。薪酬作为激励手段中使用最广,最有效的方式之一,不仅是企业,更是员工个人关注关心的。企业销售人员因自身特性,其对薪酬的期待和要求往往更高,而销售人员对薪酬的满意程度会影响销售人员开展销售工作的情绪态度,势必会影响销售过程,进而影响企业利益。因此,想要达成企业的经营目标,必须吸引并留住优秀的销售人员,这就需要企业建立一套科学规范、完整全面的薪酬激励体系。本文通过研究国内外薪酬满意度、薪酬激励的基本定义和相关理论,构建起薪酬满意度、全面薪酬体系和薪酬激励理论间的联系,通过对样本企业新疆本土干果特产销售企业大唐公司展开销售人员薪酬满意度问卷调查,分析出大唐公司在现行的直接经济性薪酬中存在基本工作设置不合理、绩效提成激励性不强等问题;现行的间接经济性薪酬中存在福利形式单一、培训缺乏系统性等问题;而大唐公司非物质性薪酬缺失等实际问题也直接导致销售人员薪酬满意度测评低。根据分析,结合相关理论研究,本文认为大唐公司因为缺乏科学系统的薪酬体系、岗位设置不合理、对人力资源管理不重视、企业文化还未完全形成、家族式企业管理痕迹明显等因素,导致现行薪酬体系还与企业发展和人才需求不相符。同时,为进一步提升改进大唐公司薪酬激励结构,本文提出了实现动态化薪酬管理、构建全面薪酬体系、吸引和留住关键销售人员、形成利益共同体等激励性薪酬改进方案调整目标,并提出通过明确薪酬战略定位、调整薪酬职位评价体系、建立科学有效的绩效激励考评体系、引入多元激励模式等薪酬方案设计的思路和流程,改进大唐公司的薪酬激励方案。本文在薪酬满意度调查中采用全面薪酬体系中直接经济性薪酬、间接经济性薪酬、非物质性薪酬相关理论作为评价指标,并结合全面薪酬理论提出了薪酬激励改进方案。大唐公司是一家处在快速发展期的产销一体化企业,其销售人员薪酬体系中存在的问题,也存在于大部分发展期的中小民营企业中,因此,本选题对其他中小民营企业有一定的参考作用。
[Abstract]:Enterprises to occupy the market and create profits as the foundation, to achieve the strategic objectives of the enterprise, the sales link is the most important. Sales personnel is an important human resource to achieve the business objectives. With the further development of market economy in China, modern enterprise management concept has been deepened. More and more enterprises have realized the importance of human capital. If enterprises want to achieve strategic goals, outstanding human capital of sales personnel has become an important factor in the continuous expansion and development of enterprises. How to better motivate sales personnel to play their own power and potential to drive enterprises to achieve strategic objectives has become the focus of corporate management. Compensation as a means of incentive is the most widely used. One of the most effective ways is not only the enterprise, but also the personal concern of the staff. Because of their own characteristics, the expectation and requirement of the salary are often higher. The satisfaction of the sales staff on the salary will affect the emotional attitude of the sales staff to carry out sales work, which will inevitably affect the process of sales, and then affect the interests of the enterprise. Therefore, want to achieve the business objectives of the enterprise. We must attract and retain excellent sales personnel, which requires the establishment of a set of scientific norms, a complete and comprehensive salary incentive system. The basic definition and relevant theory of salary incentive, the relationship between compensation satisfaction, total compensation system and salary incentive theory is constructed. Through the sample enterprise Xinjiang local dry fruit specialty sales enterprise Datang company launched sales staff salary satisfaction questionnaire analysis Datang company in the current direct economic compensation in the basic work set unreasonable. Performance commission is not strong incentive and other issues; There are some problems in the current indirect economic compensation, such as the single form of welfare and the lack of systematic training. And Datang company immaterial compensation loss and other practical problems also directly lead to low satisfaction evaluation of sales compensation. According to the analysis combined with relevant theoretical research. This paper thinks that due to the lack of scientific and systematic compensation system, unreasonable post setting, not paying attention to human resource management, the corporate culture has not been fully formed, and the family business management traces are obvious. At the same time, in order to further improve the compensation incentive structure of Datang Company, this paper proposes the realization of dynamic compensation management and the construction of a comprehensive compensation system. To attract and retain key sales personnel, form a community of interests and other incentive salary improvement program adjustment objectives, and put forward a clear salary strategy positioning, adjust the salary position evaluation system. To establish a scientific and effective performance incentive evaluation system, the introduction of multiple incentive models and other pay plan design ideas and processes. This paper adopts direct economic compensation, indirect economic compensation and non-material compensation theory as the evaluation index in the salary satisfaction survey. Combining with the theory of total compensation, the paper puts forward the scheme of salary incentive improvement. Datang Company is a production and marketing integration enterprise in the period of rapid development, and the problems in the compensation system of its sales personnel are also discussed. It also exists in most small and medium-sized private enterprises in the development period, therefore, this topic has certain reference function to other small and medium-sized private enterprises.
【学位授予单位】：新疆大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F752.6

【参考文献】