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论文编号：	12262
作者编号：	2320180364
上传时间：	2020/12/21 13:36:25
中文题目：	S航空公司飞行部绩效管理研究
英文题目：	Research on performance Management of The Flying Department of S Airline Company
指导老师：	崔连广
中文关键字：	双因素激励理论；S航空公司；飞行员激励；优化策略；保障措施
英文关键字：	Two-factor incentive theory, S Airlines, Pilot incentive, optimizing strategy, Safeguard measures
中文摘要：	过去的60年，随着科技飞速进步、经济全球化进程不断深化，民航运输与每个人的日常生活关联日益紧密，中国民航从无到有，高速发展。根据民航局在2010年提出的建设“民航强国”战略构想，中国民航将在未来持续保持飞速发展态势。而保证运行安全是成为“民航强国”的必要条件，要求各民航企事业单位在高速发展的同时，始终牢记安全第一的使命，不忘初心，砥砺前行。 2007年，中国民航开始推行安全管理体系(Safety Management System, SMS)建设，经过十余年的发展，各个民航企事业单位均已建设完成符合自己特点的SMS。2017年民航企事业单位拉开了推行安全绩效管理的序幕，有了建设和运行SMS的经验，安全绩效管理建设有序进行。但在人为因素为事故主要致因的时代，一味通过提高制度约束力等手段并不能从根本上解决问题，缺少员工激励体系，会增加员工对公司的不满意度，造成的损失及后果远比想象严重。 本文以S航空公司飞行部为例，在双因素激励理论视角下，通过对S航空公司绩效管理现状进行分析，寻找存在问题。在保健因素分析中，明确了考核指标不健全、员工对工资福利满意度低和员工流失日益严重的问题；对于激励因素的分析，总结出教育培训制度不完善、职业发展趋于僵化和奖励渠道方式太少等问题。在此基础上，基于双因素理论对S航空公司绩效管理存在的问题提出了相对应的改进措施。保健因素的优化分别从优化绩效考核指标、优化考核周期和加强工资福利制度建设角度进行总结；激励因素确定从强化员工考核意识、优化员工奖励模式、加强企业文化建设和简化、加速晋升机会及岗位技能大比武五个方面开展相关工作，并提出通过组织保障、制度保障、沟通保障和人力资源保障来促进绩效考核改进的完成。希望通过上述分析，能够有效提升S航空公司在绩效管理方面的不足，并对其他航空公司在制定相关绩效管理政策时提供参考。
英文摘要：	With the past 60 years, with the rapid progress of science and technology and the deepening of economic globalization, civil aviation transportation has become increasingly closely related to everyone's daily life. China's civil aviation has developed rapidly from scratch. According to the strategic concept of building a "civil aviation power" put forward by CAAC in 2010, CAAC will continue to maintain a rapid development trend in the future. To ensure the operation safety is a necessary condition to become a "civil aviation power". It requires all civil aviation enterprises and institutions to keep in mind the mission of safety first, keep in mind the original intention and forge ahead. In 2007, CAAC began to implement the construction of safety management system (SMS). After more than ten years of development, all civil aviation enterprises and institutions have completed their own SMS. In 2017, civil aviation enterprises and institutions launched the prelude of implementing safety performance management. With the experience of building and operating SMS, the construction of safety performance management was carried out orderly. However, in the stage when human factors are the main cause of the accident, blindly improving the system binding force and other means can not fundamentally solve the problem. The lack of employee incentive system will increase the dissatisfaction of employees to the company, and the losses and consequences are far more serious than expected. This paper takes the flight department of S airlines as an example, analyzes the current situation of performance management of S airlines from the perspective of two factor incentive theory, and finds out the existing problems. In the analysis of health care factors, it is clear that the assessment index is not perfect, the staff's satisfaction with wages and benefits is low, and the staff turnover is increasingly serious; for the analysis of incentive factors, it concludes that the education and training system is not perfect, career development tends to be rigid and reward channels are too few. On this basis, based on the two factor theories, this paper puts forward the corresponding improvement measures for the problems existing in the performance management of S airline. The optimization of health care factors is summarized from the aspects of optimizing performance evaluation indicators, optimizing the assessment cycle and strengthening the construction of wage and welfare system; the determination of incentive factors includes strengthening staff assessment awareness, optimizing employee reward mode, strengthening the construction and simplification of corporate culture, accelerating promotion opportunities and post skills competition. It also proposes to promote the improvement of performance appraisal through organization guarantee, system guarantee, communication guarantee and human resource guarantee. It is hoped that the above analysis can effectively improve the performance management deficiencies of S airlines, and provide reference for other airlines in formulating relevant performance management policies
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