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论文编号：	9097
作者编号：	2220150460
上传时间：	2017/6/6 15:45:55
中文题目：	T公司中层管理人员业绩评价与薪酬激励研究
英文题目：	Performance Evaluation and The Study of Salary Incentive for Middle Management in T Company
指导老师：	陆宇建
中文关键字：	铁路企业;业绩评价;薪酬激励;中层管理人员
英文关键字：	Railway enterprise;Performance evaluation;Salary incentive;Middle management
中文摘要：	铁路企业中层管理人员薪酬与业绩脱钩，其激励作用日益衰减，已经难以适应当前环境下企业的长远与可持续发展要求。不能从根源上解决中层管理人员业绩评价与薪酬激励问题，必然打击中层管理人员的工作热情。只有基于科学的业绩评价建立合理的薪酬制度，才能留住内部人才、吸引外部人才，从而具备市场经济条件下的核心竞争力，提高公司绩效。因此，如何制定合理的业绩评价和薪酬激励机制是铁路企业亟需解决的问题之一。本文的研究对象为铁路行业中T公司的中层管理人员，在对铁路企业历史背景与行业特点因素进行剖析后可以得知，作用良好的业绩评价与薪酬制度是不断激发中层管理人员工作潜能的重要方法。怎样完善业绩评价和激励制度激发铁路企业中层管理人员的积极性是本文研究的主要内容，对铁路企业绩效提升和长远发展具有重要意义。本文选取T公司为案例研究对象，首先论述了企业中层管理人员业绩评价和薪酬激励的相关理论，对T公司业绩评价和薪酬管理的现状进行调研，分析企业里中层管理人员业绩评价与激励机制方面存在的问题及成因；在对T公司进行业绩评价和薪酬满意度调查与劳动力市场薪酬调研等一系列基础工作后，运用业绩评价和薪酬管理相关知识，针对现行的业绩评价和薪酬激励机制进行优化与改进；最后提出业绩评价和薪酬激励机制改革方案的保障措施及结论。本文认为，建立和完善符合中层管理人员特性的业绩评价和薪酬激励制度，不仅能够解决企业薪酬激励的问题，充分调动员工的积极性、提高企业管理效能和绩效，而且对我国铁路企业的发展具有重要意义。
英文摘要：	The existing salary management mode adopted by those railway enterprises has decoupled with the performance, and gradually failed to motivate the staff. Under the current condition of market economy, it has been no longer able to satisfy the enterprises’ requirement for long-term and sustainable development. Because it can not solve the problem of fair salary, it will necessarily weaken the work initiative of the employees. Those talents will be attracted and retained only based on the scientific performance evaluation to establish a reasonable salary system. It will also ensure the core competitiveness of the enterprise under the economic condition of market economy. Hence, it is one of most urgent problems for those enterprises to design a performance evaluation and rational salary incentive mechanism. This paper aims to research the middle management in T Company in the railway industry. After discussing the historical background and industrial features of the company, this paper finds that the effective performance evaluation and salary system is an important means of constantly stimulating the work potential of the middle management. Hence, the main content of this paper is analyzing how to improve the performance evaluation and incentive system to motivate the middle management in the railway company. It is also of great significance to the development of the railway company. By choosing T Company for case study, this paper has discussed the relevant theories about performance evaluation and salary incentive for middle management. It has also made a survey of the current status of performance evaluation and salary management in T Company. The problems and their causes related to performance evaluation and incentive system for middle management in the company have been analyzed. After making the basic research into performance evaluation and salary satisfaction degree in those companies as well as the salary in the labor market, this paper has offered some advice on optimizing and improving the performance evaluation and salary incentive mechanism in those companies with the knowledge on salary management. Lastly, the guarantee measures for the reform in the performance evaluation and salary incentive mechanism have been proposed. It is concluded that the establishment and improvement of performance evaluation and salary incentive mechanism suitable for middle management can not only solve the problem of salary incentive but also stimulate the work initiative of the employees and improve the management efficiency of the enterprise. Therefore, it is of great significance to the enterprises in the railway industry of China.
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