本文以岳阳移动市场一线员工量化绩效薪酬体系为具体的研究对象，首先对国内外
学者的理论研究成果进行归纳总结，阐述了对研究过程中涉及理论的理解与认识；其次
介绍了岳阳移动市场一线员工量化绩效薪酬现状，借助问卷调查及员工访谈指出存在的
问题，具体包括对量化绩效薪酬认识不到位、量化绩效标准不够清晰合理、量化薪酬与
绩效管理不契合、量化薪酬的操作性有待加强及量化绩效薪酬的消极影响，造成上述问
题的原因主要在于员工对量化绩效薪酬缺乏战略思考、公司内部仍存在行政化管理现象
以及缺乏制度宣传与贯彻；在此基础上提出具体的优化措施，包括调整规范计量项目产
品库、动态调整计量模型、不断优化市场一线人员绩效管理、强化计件薪酬的激励效果
以及切实做好宣传引导，预测优化措施实施的效果；文章最后探讨了确保方案顺利实施
的保障措施，包括充分发挥绩效文化的引导作用、不断完善量化绩效薪酬制度、优化完
善薪酬管理信息系统以及强化员工内部绩效培训
文章通过认真的分析和严谨的推断，找出岳阳移动市场一线员工量化绩效薪酬体系
存在的问题，探求造成问题的原因，并提出具体的优化和保障措施。文章的研究对于提
高岳阳移动市场一线员工工作主动性和积极性，有效应对市场份额、收入下降的挑战，
保持并提升市场竞争力具有重要的意义。中国移动有几十家分公司，岳阳移动在推行量
化绩效薪酬管理方面存在的问题具有一定的共性特征，因此作者也希望本文的研究能为
其他同行提供一定的借鉴和参考
关键词： 市场一线员工；量化绩效薪酬；计件薪酬II
Abstract
In recent years, due to the rap id development of electronic information technology and
network technology, customer needs accelerate to the Internet, internet companies such as the
representative of BAT Big Three through a va riety of business and application to the
communications operators to exert pressure, lead ing to a serious th reat to the traditiona l
communications business, profit continued to decline, the mobile communications industry
more intense competition. To this end, China Mobile implement the quantitative performance
pay model from 2012, in order to enhance the en thusiasm of employees especially front-line
staff, so as to cope with fierce market competition.
This paper takes the quantitative perfor mance compensation system of Yueyang mobile
market front line s taff as the specific resear ch object, firstly summarized the dom estic and
foreign scholars&39; theoretical research results, elaborated the understanding and understanding
of the theory in the research process; Secondly, introduced the current situation of quantitative
performance compensation of market front - line employees in Yueyang Mobile, pointed out
the problems with the questionnaire survey and staff interviews, specifically the recognition
of quantitative performance pay was not in place, quantitative performance standards was not
clear and reasonable, quantitative remuneration and performance management did not fit,
quantify the operationality of pay to be strengt hened and the negative impact of quantitative
performance compensation, the m ain reason for the above problem s lies in the lack of
strategic thinking about the qua ntitative performance pay of employees, the existence of
administrative management within the comp any and the lack of system publicity and
implementation; On th is basis, put forward specific optimization measures, including
adjusting the specification of the product library, dynamically adjusting the m easurement
model, constantly optimizing the performance management of front line staff, strengthen the
incentive effect of piece rate rem uneration, doing a good job of publicity and guidance; the
article finally explored the safeguards to en sure the smooth implementation of the program,
including playing the guiding ro le of performance culture fully, improving the quantitative
performance pay system constantly, optimizing and improving the salary m anagement
information system and strengthen internal staff performance training.
The article through careful analysis and rigorous inference, finds out the problems of the
quantitative performance pay system in Yueyang Mobile market front line staff, explores the
causes of the problem , and put forward specifi c optimization and safeguard m easures.TheIII
research has an im portant significance in im proving the initiative and enthusiasm of the
employees in Yueyang mobile market, effectively dealing with the challenge of market share
and income decline, maintaining and enhancing the market competitiveness. China Mobile
has dozens of branch es, the implementation problems of quantitative performance pay
management in Yueyang Mobile have a certain common characteristics, therefore, the author
also hopes that this study can provide some reference and reference for other peers.
Key Words: Market Front-line Staff; Quantitative Performance Pay; Piece-rate CompensationIV
目 录
摘要....I
AbstractII
第 1 章 绪论.....1
1.1 研究背景与研究意义....1
1.1.1 研究背景....1
1.1.2 研究意义....2
1.2 国内外研究现状3
1.2.1 国外学者理论研究现状....3
1.2.2 国内学者理论研究现状....4
1.3 研究方法、主要内容与框架....6
1.3.1 研究方法....6
1.3.2 主要内容与框架....7
第 2 章 研究的理论基础.........9
2.1 薪酬理论.9
2.1.1 薪酬概念界定........9
2.1.2 薪酬体系主要类型9
2.2 绩效管理理论..10
2.2.1 概念界定..10
2.2.2 绩效管理流程......11
2.2.3 绩效管理系统方法..........12
2.3 量化绩效薪酬理论......14
2.3.1 量化绩效薪酬内涵..........14
2.3.2 计件薪酬相关理论.
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