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摘 要
本文针对 QH 航天研究所知识型员工激励的问题，从薪酬角度入手，采用文
献分析、问卷调查等研究方法，提出了能效薪点工资制的方案，解决了目前薪酬
水平与贡献将脱钩以及员工发展通道不畅的问题。依照提出问题、分析问题、解
决问题的思路，本文对该航天研究所目前面临的业绩下滑等困难局面的现状进行
了分析，认为其主要的内部原因在于员工薪酬激励制度出现了较大的缺陷，职位
晋升制度僵化影响了员工积极性，针对员工满意度的调查问卷也进一步说明薪酬
制度是目前研究所当中存在严重不满意的方面。据此，本文提出的面向知识型员
工的能效薪点工资制将薪酬分为能级工资、效益工资与津贴福利三大部分，依据
本单位实际情况设定能级与薪级标准，进而考察、选用员工并确定能级工资，同
时在效益工资部分考虑员工个人工作与团队绩效，从而实现将促进员工个人工作
积极性的提高与团队合作工作模式的形成，杜绝搭便车现象。针对现实中新酬体
系改革与导入的具体问题，还对改革准备、导入套改、中间过渡等实施方案的操
作性问题进行了一些设想和探讨。本研究结果对于知识型员工薪酬激励问题的研
究和实践，尤其是目前国有和传统事业单位薪酬改革具有一定的意义
关键词：研究所，知识型员工，薪酬激励，团队，绩效考核
Abstract
This paper discusses the incentive problem of knowledge employees of QH
Aerospace Institute from the perspective of salary incentive,，and a practical solution
in terms of competence-efficiency salary system reform is put forward based on the
study using methods of literature analysis and questionnaire surveys. This plan is
aimed at solving the problem of unlinked the salary level and contribution, and take
the self-development of staffs together. It in accordance with the questions, analyze
problems, problem-solving process, this paper found that the problems of the QH
Institute results from the defects of internal staff incentive system. The rigid
promotion system can affect the enthusiasm of staff and the satisfaction survey also
shows that current salary system generates most unsatisfactory. The salary system for
the knowledge staffs in this paper divides salary into three parts, namely competence
salary, efficiency salary and allowances. The competence salary standard is
determined first and employees are selected accordingly, while the efficiency salary
takes both individual and team performance into account. This will promote team
work improvement and put an end to hitchhike phenomenon. The operational
problems of compensation system reform, such as problems in introduction, preparing,
implementing and transition methods are also discussed. This study is of help for the
research and practice in solving incentive problems of knowledge employees,
especially for the reform of salary system in stated-owned or traditional institutions.
Keywords: Institute, Knowledge staff, Salary incentive, Team, Performance appraisal