本文从着眼于解决问题，对 FC 公司青岛分公司激励机制进行了研究。本文分析
了存在这些问题的原因有员工安于现状、销售动力不足，成长激励过于片面，股权激
励考虑不周全，忽视企业文化建设。为此， FC 总公司青岛分公司销售激励应从以下
方面进行改善。一是增强企业文化激励，包括完善企业文化、加强企业文化实施。二
是调整薪酬激励，包括设立销售目标激励制度，进行关键绩效指标导向设计和控制
三是丰富成长激励，包括增强对员工的培训，建立管理方向晋升机制。四是完善股权
激励，包括全员股权激励、定期进行股权激励调整
本研究提出的激励机制改革方案对于促进该公司的更大发展有着现实的积极意
义，可以为企业提供激励机制改革提供借鉴
关键词：销售企业； 激励机制；企业文化激励；薪酬激励；股权激励Abstract
FC Company Qingdao Branch is one of the fast-growing business, it’s sales
maintained a large growth in recent year for good incentives. Company has a relatively
good salaries and benefits, to the sales team recruitment and development have played an
important role. Faced with complex competition in Shandong province, and the expectation
of new employees, the existing incentives also exposed a number of problems, including the
incentive lack of stimulation, lack of management incentives, equity incentive, such as
delay, lack of motivation of enterprise culture.
This paper analyzes the reasons, those are, sales motivation is lack, growth incentives
are one-sided, stock ownership incentive is inconsiderable, ignoring the enterprise culture
construction. To this end, FC Company Qingdao Branch incentives should be seen in terms
of improvement. One is to enhance the motivation of enterprise culture, including
improving the corporate culture, corporate culture implementation. Second, adjusted salary,
including incentive system of setting sales goals, key indicators of achievement-oriented
design and control. Third, rich growth incentives, including enhanced training for staff,
establishing management promotion mechanisms. Four is the perfect incentive, including
full equity incentive, incentive adjustments on a regular basis.
Incentive mechanism of reform proposed in this research to promote the development
of the company is of positive significance in practice, it can provide incentives for
enterprise reform for reference.
Keywords: Sales Company; Incentive Mechnism; Corporate Culture Incentive ;
Salary Incentive; Equity Incentives目 录
第一章 导论.....1
1.1 研究背景.........1
1.2 研究目的与意义.........1
1.2.1 研究目的.......1
1.2.2 研究意义.......1
1.3 国内外研究综述.........2
1.3.1 国内研究.......2
1.3.2 国外研究.....3
1.4 研究内容及方法.........4
1.4.1 研究内容.......4
1.4.2 研究方法.......4
第二章 相关理论概述...5
2.1 激励和激励机制的定义........5
2.1.1 激励的定义...5
2.1.2 激励机制定义..........5
2.2 激励理论主要流派....5
2.2.1 内容型激励理论.......5
2.2.2 过程型激励理论.......6
2.2.3 综合型激励理论.......7
2.3 激励机制内容7
2.3.1 诱导因素集合...........7
2.3.2 行为导向制度...........7
2.3.3 行为幅度制度..........7
2.3.4 行为时空制度..........8
2.3.5 行为归化制度..........8
2.4 激励机制的三种形式8
2.4.1 以经济利益为核心的物质激励机制..........8
2.4.2 以自我实现为核心的精神激励机制..........8
2.4.3 以“人本”/“心本”管理为核心的文化激励机制........9
第三章 FC 青岛分公司激励机制........103.1 FC 青岛分公司简介.10
3.1.1 FC 青岛分公司背景...........10
3.1.2 FC 青岛分公司产品特点和销售模式.......10
3.1.3 FC 青岛分公司业绩...........10
3.1.4 FC 青岛分公司组织结构及人员...11
3.2 FC 青岛分公司薪酬体系.....13
3.2.1 底薪.13
3.2.2 合格线.........13
3.2.3 月度奖金.....13
3.2.4 年终奖.........15
3.3 员工成长计划..........16
3.3.1 晋级条件.....16
3.3.2 晋级之后的考核标准调整.16
3.4 股权激励方案...........16
3.4.1 第一期股权激励 ...16
3.4.2 第二期股权激励 .17
3.5 负激励措施...17
3.5.1 掌握负激励的“度”.........17
3.5.2 抓住重点实施负激励.........18
3.5.4 注重实施负激励的方式方法.........19
第四章 FC 青岛分公司激励机制存在的问题及原因22
4.1 分公司激励满意度调查......22
4.1.1 调查问卷设计.........22
4.1.2 调查实施........
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