Study On The Staff Incentive Mechanism Of China Tietong Liaoning Branch

In the wake of the commencement of restructuring in telecommunication industry in May 2008, a new competition pattern that three large telecommunication operators become the principal figures has come into being and the market competition in telecommunication industry becomes increasingly fierce. In nature, the competition among the operators is the competition for talents, so it will inevitably develop the scrambling for telecommunication-related talents. Facing such situation and tendency, this paper aims at continuously improving the current staff incentive mechanism of China Tietong Liaoning Branch (CTLB), enhancing staffs' enthusiasm and retaining key personnel so as to have a head start in scrambling for talents in the intense market competition.According to the Content-based Incentive Theory, the Process-based Incentive Theory and the Behavior Modification Theory and based on the questionnaires about the incentive factors of CTLB's staff incentive mechanism, the paper expatiates on the current situation of CTLB's staff incentive mechanism from two aspects: Material Incentive and Non-material Incentive. Through analysis, it identifies some major problems existing in the current incentive mechanism, including unreasonable compensation structure, lack of staff career planning, asymmetry of promotion mechanism, little attention to on-job training, lack of distinctive enterprise culture, mis-application of honor incentive, blocked communication channels, ineffective HR management system, lack of a sound assessing system etc., and it also makes analysis on these problems.The paper focuses its study on CTLB's staff incentive mechanism and presents an overall proposal for its reform from three aspects: Material Incentive, Non-material Incentive and Mechanism Guarantee. In terms of material incentive, it proposes to set up a scientific and reasonable compensation system. In terms of non-material incentive, it proposes to make multi-channel career plan for staffs, employ promotion-demotion mechanism in a fair manner and encourage staffs to participate in decision-making; puts forward the idea that work incentive is the most excellent incentive; proposes to take training as an incentive meaning; emphasizes the importance of enterprise culture; suggests carrying out differentiated incentive and regulating GM's behaviors. In terms of mechanism guarantee, it suggests employing scientific assessing system to guarantee the effectiveness of incentive.