教育培训行业是个新兴行业，近年来蓬勃发展的同时业内的竞争亦越来越 激烈，业内各教育培训机构为提高自身竞争力纷纷建立了员工激励机制。在这 样的背景下，卓悦教育集团同样认识到建立员工激励机制的重要性，为此确立 了“以绩效付薪，激情工作、快乐生活”为主线的激励机制。 卓悦教育集团的激励机制出台后起到了一定的作用，使集团的业绩有一定 的提高，对人员的稳定性也起到了一定的作用。现在虽然卓悦教育集团的员工 离职率相对较低，但离职率却也一直没有明显下降，这对集团进一步加快提升 业绩造成了一定影响。集团如何对现有的激励机制进行改进，从而提升员工敬 业度及降低员工离职率呢， 本文以卓悦教育集团作为研究对象，通过问卷调查法，访谈法等，结合激励 理论、人力资源管理理论以及自身在企业多年的人力资源管理经验，对卓悦教育 集团的激励机制进行了多方面的剖析，发现可能存在的问题并对激励机制进行改 进，更加重视员工需求、从员工和企业两个视角，对员工进行全面激励、提升工 作体验，提出并通过导入建立“全面薪酬管理”模型，来对员工激励机制进行再 造设计，以不断完善集团的员工激励机制，真正激励到员工。 笔者将从多个层面去探讨以及改进集团员工激励机制的办法，进而拓宽解 决员工激励问题的路径，以此也可以为同行其他教育培训机构在解决员工激励 机制问题方面提供一些借鉴，促进教育培训行业更快更好地发展。 关键词，教育培训行业； 绩效管理； 激励机制； 全面薪酬管理MBA 学位论文 作者，蔡艳 基于全面薪酬的卓悦教育集团员工激励方案研究 II Abstract Educational training profession is an emerging profession, which develops vigorously and has fiercer and fiercer competition. So many educational training institutions built up the excitation mechanism to improve their competitiveness. In this context, Guangzhou Beststudy Training Centre realized the importance of building up the excitation mechanism for staff and established an excitation mechanism which focuses on ‘pay for achievements, work with passion, live with happiness’. And this excitation mechanism got some effect, which improved the achievement of the group and was good to the staff stability. Although the demission rate in Guangzhou Beststudy Training Centre is low, it does not has obvious decline all the time, which partly affects the centre improving performance. How do the centre make the excitation mechanism better to improve employee engagement and reduce employee turnover rateIn this paper, I use Guangzhou Beststudy Training Centre as the object of study. And I analyzed the excitation mechanism in it combined with Motivation Theory, Human Resource Management Theory and my related experience by questionnaire surveys and interviews. Then I found the problems and improve the excitation mechanism. We pay more attention to the need of employees. From the two perspectives of employees and enterprises, we encourage the employees entirely, enhance the work experience, put forward and establish ‘Total Payment Management’model to rebuild the employee excitation mechanism and encourage the employees in deed. The author will explore and improve the excitation mechanism for employees in many aspects to broaden the path to solve the problems of employee motivation. This also can be helpful about solving the problems of employee excitation mechanism for other training centers and promote the educational training profession develop faster and better. Key words: educational training profession performance management excitation mechanism Total Payment ManagementMBA 学位论文 作者，蔡艳 基于全面薪酬的卓悦教育集团员工激励方案研究 1 目 录 一、绪 论.............................................................................................1 （一）研究背景..........................................................................................................1 （二）研究的目的和意义.........................................................................................2 （三）研究的思路和方法.........................................................................................3 二、相关理论和研究综述......................................................................4 （一）激励理论..........................................................................................................4 （二）知识型员工激励理论和全面薪酬理论.......................................................6 （三）知识员工激励因素的研究成果比较........................................................... 7 （四）知名企业知识员工激励策略研究................................................................9 三、基于卓悦教育集团员工的激励研究............................................ 12 （一）卓悦教育集团简介.......................................................................................12 （二）卓悦教育集团员工激励机制现状............................................................. 16 （三）卓悦教育集团员工激励方面存在的问题.................................................32 四、卓悦教育集团员工激励机制的构建与优化.................................34 （一）激励方案的构建原则.................................................................................. 34 （二）完善绩效管理体系.......................................................................................35 （三）推进全面薪酬战略.......................................................................................42 （四）充实培训体系...............................................................................................49 （五）提升企业文化建设.......................................................................................52 （六）提升直线经理人力资源管理能力............................................................. 53 五、结论与展望...................................................................................55 （一）结论................................................................................................................55 （二）展望................................................................................................................56