近年教育培训行业在我国的需求剧增，近年行业市场中涌现出各类教育 培训机构层、且教育培训能力参差不齐。教育培训行业在当前迅猛发展的市 场背景下，能否在如此激烈的竞争中占据优势，其最关键的因素是教育培训 质量和服务水平，优质的师资力量则是教育培训学校的核心竞争力。如果学 校想在激烈的社会竞争中取得绝对优势，就要考虑如何吸引和稳定教师资源。 为了吸引并稳定教师资源、发掘教师潜能，完善的薪酬激励体系是最关键的 环节。XDF 凭借连锁经营模式不断建立分校，经营规模不断扩大，在收入持 续增长的同时，教师薪酬满意度不高的问题逐渐凸显出来，导致今年优秀教 师跳槽、离职人数迅速攀升。那么，怎样留住优质教师成为 XDF 学校面临的 首要任务之一。为了解决优秀教师流失的问题，确保人力资源的有效利用， 提升企业核心竞争力，合理的薪酬激励则是解决这些问题最有效的途径。 本文借助现代薪酬理论，以 XDF 哈尔滨学校为研究对象，对 XDF 哈尔 滨学校教职人员薪酬体系进行分析，提出职级体系不健全、薪酬标准与职级 不匹配、薪酬等级与职级不匹配、绩效考评制度不完善四个问题。并基于以 上的分析，结合 XDF 哈尔滨学校实际情况，通过构建教师职级体系、优化薪 酬结构、建立薪酬等级与职级匹配方案、制定绩效考核制度四个维度对 XDF 哈尔滨学校教师薪酬激励方案进行再设计，最后提出管理制度、沟通机制、 资源支撑、企业文化四方面制度保障确保优化后的薪酬激励方案能够顺利实 施。 文章旨在建立一个与培训学校自身、与市场相适应的薪酬激励方案，激 发教师工作热情，发掘教师的潜能，为增强企业核心竞争力，实现长远稳定 发展奠定基础；对薪酬绩效机制的研究分析，对于 XDF 哈尔滨学校本身具有 一定的参考价值，在一定程度上解决现有教师人员流动性极大的问题。考虑 到 XDF 的发展历程以及目前所处的阶段以及施教人员流失在教育行业中的普 遍性，本文对其他的民办培训机构，乃至整个教育行业都起到一定的借鉴作用， 这对于教育行业的健康持续发展具有深远的意义。 关键词：教育培训；薪酬方案；激励机制哈尔滨工业大学工商管理硕士学位论文 - II - Abstract At present, China is witnessing a huge demand on the education industry. In recent years, various educational and training institutions have sprung up in the industry market, and their educational and training abilities are uneven. In the context of the rapid development of the education industry, opportunities and crises coexist for the whole industry. The quality of teaching skill and the level of running a school are the most important factors for the training institutions to occupy the advantage in the fierce market competition, and the quality of teachers is the core competitive means of training schools. If schools want to gain absolute advantages in fierce social competition, we must consider how to attract and stabilize teacher resources. In order to attract and stabilize teachers' resources and explore the potential of teachers, a perfect salary incentive system is the most critical and important link. With the expansion of the market resources, New Oriental Education Corporation has expanded, its chain operation mode is expanding, the scale is expanding, and the income is growing, however the satisfaction of teachers' salary is not high, and a large number of outstanding teachers are resigning the job. How to retain high-quality teachers and motivate teachers becomes one of the primary tasks facing the education and training industry. In order to solve the problem of the loss of excellent teachers, we should ensure the effective use of human resources and enhance the core competitiveness of enterprises. And the most effective way to solve these problems is through salary incentives. With the help of the modern salary theory, this paper takes the Harbin School of New Oriental Education Corporation as the research object, analyze the salary system of teaching staff in Harbin XDF school，and puts forward that the system is not perfect, the salary standards and the grades are not matched, the grade evaluation mechanism is not reasonable, and the performance appraisal system is not perfect four major The problem. Based on the above analysis, combined with the actual situation in the XDF Harbin school, this paper redesigns the salary incentive scheme of teachers through the construction of teachers' grade system, the establishment of salary and grade matching scheme,哈尔滨工业大学工商管理硕士学位论文 - III - the improvement of initial grade evaluation mechanism and the improvement of grade evaluation system. Finally, four aspects of management system, communication mechanism, resource support and corporate culture are put forward to ensure the smooth implementation of the salary incentive plan. The purpose of this paper is to establish a salary incentive scheme adapted to the training school itself and the market, to inspire teachers' enthusiasm for work, to explore teachers' potential of work, to attract and stabilize the talents for the school, to enhance the core competitiveness of the enterprises and to achieve the stable development of the school. Secondly, the research and analysis of the overall salary performance mechanism of New Oriental Education Corporation has a certain reference value for XDF itself, to a certain extent, to solve the problem of the current teachers' resignation. Finally, Taking into account the development of XDF and the current stage and the universality of the loss of teaching staff in the education industry, this paper will serve as a warning and reference for other private training institutions and even the whole education industry. This has far-reaching significance for the healthy and sustained development of the education industry. Keywords: education training, compensation plan, salary motivation哈尔滨工业大学工商管理硕士学位论文 - IV - 目 录 摘要...............................................................................................................................I Abstract..........................................................................................................................II 第 1 章 绪 论.................................................................................................................1 1.1 研究背景..............................................................................................................1 1.2 研究目的与意义.................................................................................................2 1.2.1 研究目的.......................................................................................................2 1.2.2 研究意义.......................................................................................................3 1.3 国内外相关研究综述.........................................................................................3 1.3.1 国外研究现状..............................................................................................3 1.3.2 国内研究现状..............................................................................................4 1.3.3 研究现状评述..............................................................................................6 1.4 研究方法和研究内容..........................................................................................6 1.4.1 研究方法.......................................................................................................6 1.4.2 研究内容.......................................................................................................7 第 2 章 XDF 哈尔滨学校教师薪酬激励现状及存在的问题和成因....................9 2.1 XDF 哈尔滨学校基本情况................................................................................9 2.1.1 教育培训行业现状......................................................................................9 2.1.2 XDF 哈尔滨学校基本情况.......................................................................10 2.2 XDF 哈尔滨学校教师薪酬激励现状.............................................................11 2.2.1 教师职级现状............................................................................................11 2.2.2 薪酬结构现状............................................................................................12 2.2.3 绩效考核现状............................................................................................13 2.3 XDF 哈尔滨学校教师薪酬激励存在的问题................................................13 2.3.1 职级体系不健全........................................................................................13 2.3.2 薪酬结构不合理........................................................................................14 2.3.3 薪酬等级与职级不匹配...........................................................................14 2.3.4 绩效考核制度不完善...............................................................................14 2.4 原因分析及研究的必要性..............................................................................15 2.4.1 激励性企业价值观淡薄...........................................................................15 2.4.2 人力资源重视不足....................................................................................16哈尔滨工业大学工商管理硕士学位论文 - V - 2.4.3 薪酬缺乏竞争力........................................................................................16 2.4.4 研究的必要性............................................................................................16 2.5 本章小结............................................................................................................17 第 3 章 XDF 哈尔滨学校教师薪酬激励方案的设计............................................18 3.1 教师薪酬激励方案设计的思路..................................................................... 18 3.1.1 薪酬激励方案设计的目标.......................................................................18 3.1.2 薪酬激励方案设计的原则.......................................................................18 3.2 教师薪酬激励方式与模式..............................................................................21 3.2.1 薪酬激励方式............................................................................................21 3.2.2 薪酬激励模式............................................................................................21 3.3 教师薪酬激励方案设计..................................................................................21 3.3.1 构建职级体系............................................................................................22 3.3.2 优化薪酬结构............................................................................................32 3.3.3 建立薪酬等级与职级匹配方案..............................................................33 3.3.4 制定绩效考核制度....................................................................................35 3.4 本章小结............................................................................................................45 第 4 章 XDF 哈尔滨学校教师薪酬激励方案的实施及保障措施......................46 4.1 教师薪酬激励方案的实施..............................................................................46 4.1.1 教师薪酬激励方案的实施原则..............................................................46 4.1.2 教师薪酬激励方案实施的步骤..............................................................47 4.2 教师薪酬激励方案的保障措施..................................................................... 49 4.2.1 管理制度保障............................................................................................49 4.2.2 沟通制度保障............................................................................................50 4.2.3 资源支撑保障............................................................................................51 4.2.4 企业文化保障............................................................................................52 4.3 本章小结............................................................................................................52 结 论............................................................................................................................53