I 摘要 在新的发展时期，随着行业内外发展环境的变化，对烟草企业个体而言，面 临着诸多问题和挑战。从行业来看，烟草企业发展的政策风险、市场风险、法律 风险不断增多。从整个卷烟销售市场看来，经历了前几年的销售瓶颈之后，当前 卷烟销售的劲头回升还不够稳定。一些品牌卷烟销量增长速度过缓，市场经营秩 序和卷烟销售大环境还需要进一步的规范和优化，传统老旧的产能过多，创新能 力不够等，也成为了制约烟草企业高质量发展的新问题。妄图继续依靠数量扩张 支撑行业快速发展的条件已不复存在，传统的发展方式也难以为继。想要有效解 决这些问题，除了要加强对烟草零售终端市场的高压管控以及对卷烟零售客户精 细化、柔性化的服务之外，从员工队伍入手，增强员工队伍竞争力和综合素质， 激发员工队伍活力和凝聚力，更是关乎整个行业发展的关键之所在。特别是身处 基层的一线员工，作为直接面对广大卷烟零售户和消费者，践行烟草专卖制度和 保证国家税收的主力先锋。其作用的发挥更是决定着企业的未来发展。但是烟草 行业因为体制制度特殊，尽管在行业外很多人眼中，员工的薪资福利、工作环境、 工作强度、工作压力对外较之其他行业似乎有一定的优势和竞争力，但是也正是 受到体制机制、管理水平、企业文化等多方面因素影响，烟草行业在内部员工激 励作用发挥上还是存在一定的问题。这些问题尤其在烟草基层的一线员工中反映 更为突出。 本文希望通过对管理学、心理学、组织行为学、人力资源管理等知识系统的 学习应用，以CD烟草基层一线员工为切入点，着重运用文献分析法、理论分析法、 逻辑推理法及调研分析法开展课题研究。通过文献资料的分析，充分学习借鉴前 人归纳提炼的宝贵经验和理论实践研究成果，从大而全的研究中，汲取到小而精 的施策办法，从普遍性到针对性入手，找到影响激励机制作用发挥的一般规律和 共性原因。再对CD烟草公司21家基层单位人力资源管理模式及整体运作模式进 行实地调研，通过走访座谈和发放调查问卷的形式，收集相关资料和数据，找准 在一线员工激励上存在的问题短板。最后，以问题为导向，结合CD烟草公司实际 进行激励机制优化。针对薪酬福利的优化措施主要从一线员工基本工资的提升与 细分、设置专业技术和技能津贴、增加一线员工弹性福利三个方面着手；针对绩 效考核的优化措施主要在增设绩效考核的反馈环节、优化绩效考核指标及权重设 定、明确考核标准正负激励结合三个方面下功夫；针对职业发展的优化措施则在 逐步完善基层一线员工岗级设置和基层中层干部竞争上岗实施办法两个方面进行 摘要 II 了细致考量；针对荣誉奖励的优化措施主要分市、县两个层面建立长效评选机制， 扩大奖项覆盖面和获奖人员名额并结合员工意愿人性化选择表彰方式方法，从而 进一步增强激励效果。设计出既有益于基层一线员工职业健康发展，又有益于推 动企业高质量发展，实现人企“双赢”的激励机制。 本文结合作者就CD烟草公司基层管理的工作实践展开分析和研究，具有较强 的针对性和实用性，希望在立足解决CD烟草公司基层一线员工激励问题的同时， 提出的一些思考与构想，能够抛砖引玉，为行业其他单位提供一些有意义的参考。 关键词：烟草企业，一线员工，激励机制 ABSTRACT III ABSTRACT Inthenewdevelopmentperiod,asthedevelopmentenvironmentinsideand outsidethetobaccoindustrychanges,tobaccocompaniesarefacingmanyproblemsand challenges.Fromanindustryperspective,thepolicyrisks,marketrisks,andlegalrisks oftobaccocompaniesareincreasing.Fromamarketperspective,therearealso bottlenecksrestrictingthehigh-qualitydevelopmentoftobaccocompanies,suchasthe uncertainrecoveryofcigarettesales,theweakgrowthofkeybrands,theunimproved marketorder,traditionalover-capacityproblem,andinsufficientinnovation,etc. Consequently,theconditionsoftryingtousequantitativeexpansiontosupporttherapid developmentofthetobaccoindustrynolongerexist,andthentraditionaldevelopment methodsaredifficulttosustain.Therefore,inordertosolvetheseproblemseffectively, inadditiontostrengtheningthemanagementofthetobaccomonopolymarketand improvingthecustomerservicelevelofcigaretteretailers,it’smoreimportantto improvetheemployees'owncompetitivenessaswellascomprehensivequalityand stimulatetheteam'svitalityandcohesion.Becauseitisthekeypointforthe developmentofthetobaccoindustry.Inparticular,thefront-lineemployeesatthe grass-rootslevel,facingthemajorityofcigaretteretailersandconsumers,arethemain pioneerswhodirectlyimplementthetobaccomonopolysystemandensurenational taxation.Therefore,theperformanceoftheirrolesdeterminesthefuturedevelopmentof tobaccocompanies.Althoughthetobaccoindustryseemstohaveastrongexternal competitivenessintermsofemployees’compensationandbenefitsbecauseofits particularity,therearestillproblemsintheperformanceofitsinternalincentivesystem duetotheinfluenceoffactorsincludingsystemoforganization,managementlevel,and corporateculture.Also,theseissuesareparticularlyprominentamongfront-line employeesatthetobaccograssrootslevel. Throughthestudyandapplicationofmanagement,psychology,organizational behaviorandhumanresourcemanagement,thisthesistriestotakefront-lineemployees oftheCDtobaccocompanyasthestartingpointtocarryoutresearchbyusingmethods ofliteratureanalysis,theoreticalanalysis,logicalreasoning,andresearchanalysis.First, throughtheliteraturereview,thecommonreasonsthataffecttheperformanceofthe incentivemechanismcanbefoundbylearningfromtheexistingresearchresultsbased ABSTRACT IV ontheuniversality.Next,fieldsurveywillbeconductedonthehumanresources managementmodeandoveralloperationmodeof21grass-rootsunitsoftheCD tobaccocompany,tofindouttheexistingproblemsoffront-lineemployees’incentive mechanismbycollectingrelevantinformationanddatathroughinterviewsand questionnaires.Finally,anewincentivemechanismisproposedtodealwiththeabove problemsbyconsideringtheactualsituationoftheCDtobaccocompany.Itmainly consistsoffouraspects:Theoptimizationmeasuresforperformanceevaluationmainly workinthefollowingaspects:addingfeedbacklinkstoperformanceevaluation, optimizingperformanceevaluationindicatorsandweightsettings,andclarifyingthe combinationofpositiveandnegativeincentivesforevaluationstandards;optimization measuresforprofessionaldevelopmentaregraduallyimprovingthefront-line employeesatthegrassrootslevel.Carefulconsiderationhasbeengiventothe establishmentofpostsandimplementationmeasuresfortheemploymentof middle-levelcadresatthegrass-rootslevel.Theoptimizationmeasuresforhonor awardshavemainlyestablishedlong-termselectionmechanismsatthecityandcounty levelstoexpandthecoverageofawardsandthenumberofawardeesandcombine employeewishes.Humanechoiceofcommendationmethodstofurtherenhancethe incentiveeffect.Theobjectiveoftheproposedincentivemechanismistoachievethe "win-win"forpeopleandenterprisesbyimprovingfront-lineemployees'occupational healthydevelopmentandpromotethehigh-qualitydevelopmentofthecompany. Thisthesisconductsanalysisandresearchbycombiningtheauthor'swork practicesofgrass-rootsmanagementattheCDtobaccocompany.Therefore,theyhave strongpertinenceandpracticability.Also,whilesolvingtheproblemoftheincentive mechanismforfront-lineemployeesoftheCDtobaccocompany,thisthesisputs forwardsomethoughtsanddiscussions,whichmayprovidesomemeaningful referencesforotherunitsinthetobaccoindustry. Keywords：tobaccocompanies,front-lineemployees,incentives 目录 V 目录 第一章绪论...........................1 1.1选题背景及意义......1 1.1.1行业背景.......1 1.1.2研究动机.......1 1.1.3研究意义.......3 1.2研究思路及方法......3 1.2.1研究思路.......3 1.2.2研究方法.......3 1.3全文结构安排..........4 1.4本文创新点..............5 第二章理论和文献综述.......6 2.1员工激励概述..........6 2.1.1员工激励的概念..........................6 2.1.2员工激励的目的..........................6 2.1.3员工激励的类型与关键因素......7 2.2理论基础................11 2.2.1早期激励理论............................11 2.2.2当代激励理论............................12 2.3中国国有企业员工激励的研究现状...13 2.4中国烟草行业企业员工激励的研究现状..........................14 2.5综合评析................16 第三章CD烟草公司基层员工激励现状.........17 3.1CD烟草公司基本情况.........................17 3.2CD烟草公司人力资源现状.................17 3.3基层一线员工人力资源现状...............17 3.3.1一线员工岗位职责....................17 3.3.2年龄结构现状............................18 3.3.3学历结构现状.............................18 3.3.4职业资格现状............................19 3.4CD烟草公司基层一线员工激励机制现状........................19 目录 VI 3.4.1薪酬激励体系............................19 3.4.2业绩考核激励体系....................21 3.4.3晋升激励体系............................22