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随着我国通信业的超速发展,原六大通信运营商重组成为三大运营商,成三足鼎立之势,企业的重点从基础网络的布网转型到以电信业务营销为主,而且人员的重新划分也给电信行业的人力资源管理带来了很多新问题,特别是新酬问题成为电信企业员工最为关注的问题,笔者作为在中国电信工作了15年的老员工经历了电信业几次重大变革对此感受特别深刻:原来作为一家独大的时候可以舒舒服服拿到较高的薪水和享受到优厚的福利待遇,但自从重组转型后竞争激烈,我们员工的新酬明显减少,普通员工与管理层的新酬差距不断加大,员工在心理上难以接受,经常抱怨,由于是在电信业的改革初期,因此在薪酬上面还存在着一定的问题是难免的。本文在深入分析电信业内涵的基础之上,进而分析我国基层电信企业存在的薪酬问题,并提出相应的解决措施,为我国电信业的进一步良好发展提供参考。
With the rapid development of China’s communications industry, the original six major communications operators reorganized into three operators, into the three pillars of the trend, the focus of enterprises from the basic network of network transition to the telecommunications business marketing-based, and the redistribution of personnel But also brought many new problems to human resources management in the telecommunications industry. In particular, the issue of new pay has become the most concern for telecom employees. The author experienced several major changes in the telecom industry as a veteran employee working for China Telecom for 15 years. This feeling is particularly profound: the original as a dominant time can comfortably get higher salaries and enjoy generous benefits, but since the restructuring after the intense competition, the remuneration of our employees was significantly reduced, the general staff and management Layers of the new pay gap has continued to increase, employees in the psychological unacceptable, often complain that because it is in the early stages of the reform of the telecommunications industry, so there are still some problems in the pay is inevitable. Based on the deep analysis of the connotation of telecom industry, this paper analyzes the existing pay problems of grass-root telecom enterprises in our country and puts forward corresponding solutions to provide reference for the further development of telecom industry in our country.