重庆理工大学
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日期：2022年 5月 27日
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日期：2022年 5月 27日
日期：2022年 5月 27日

摘要
近年来，党和国家高度重视我国国有企业的改革和发展。党的十九届四中全会
明确提出，要“深化国有企业改革，完善中国特色现代企业制度”，要“增强国有
经济的竞争力、创新力、控制力、影响力和抗风险能力，做强做优做大国有资本”。
国家“十四五”规划纲要也明确指出，要“深化国资国企改革，做强做优做大国有
资本和国有企业”。国有企业作为我们国家经济的一个重要组成部分，具有非常重
要的地位。自改革开放以来，虽伴随不同时期的历史任务、时代使命和环境变化，
国有企业的改革呈现不同的目标、方式和结果，但我们国家的国有企业改革仍然处
于不断探索、不断完善阶段。TD公司作为一家国有企业和烟草欧亿·体育（中国）有限公司中的一员，在改
革发展中，既面临国有企业的共性问题，也存在特殊的困境。
烟草欧亿·体育（中国）有限公司作为我国一个既特殊又占据重要地位的国民经济组成部分，当前正处
于发展瓶颈期，面临市场环境显著变化、卷烟需求拐点逼近、队伍建设活力不够、
内生发展动力不足等困境。同时，随着管理制度和管理流程向数智化、智能化转变，
为烟草欧亿·体育（中国）有限公司提升制度性、流程性带来了机遇和可能。TD烟草公司作为一家国有烟草
商业企业，正按照国务院“国企改革三年行动方案”要求，持续深化“三项制度”
改革，虽取得一些成效，但仍存在员工绩效评价体系不健全、薪酬管理体制不完善、
人才成长通道不畅通等问题。因此，本文从以上问题出发，对TD烟草公司基层员工
激励进行研究，旨在最大程度发挥激励作用，提升员工工作效能，为企业健康发展
提供理论参考和实践依据。
本研究结合已有的激励理论和成果，对TD烟草公司基层员工激励进行深入研究，
通过实证分析，找出了基层员工的激励特征及影响因素，并从薪酬福利、考核评价、
成长发展、柔性管理等方面提出了针对性解决措施。
关键词：激励基层员工烟草企业
I

Abstract
In recent years, the party and the state have attached great importance to the reform
and development of my country's state-owned enterprises. The Fourth Plenary Session of
the 19th Central Committee of the Communist Party of China clearly stated that it is
necessary to "deepen the reform of state-owned enterprises and improve the modern
enterprise system with Chinese characteristics", and to "enhance the competitiveness,
innovation, control, influence and anti-risk ability of the state-owned economy, and make
it stronger. Make state-owned capital better and bigger”. The outline of the national "14th
Five-Year Plan" also clearly pointed out that it is necessary to "deepen the reform of
state-owned assets and state-owned enterprises, and make state-owned capital and
state-owned enterprises stronger and better." As an important part of our national economy,
state-owned enterprises have a very important position. Since the reform and opening up,
although the reform of state-owned enterprises has presented different goals, methods and
results with historical tasks, missions of the times and environmental changes in different
periods, but the reformation of state-owned enterprises in China is still state of exploration
and perfect state. As a state-owned enterprise and a member of the tobacco industry, TD
Company faces both the common problems of state-owned enterprises and special
difficulties during its reform and development.
As a special and important part of the national economy in my country, the tobacco
industry is currently in a bottleneck period of development, facing significant changes in
the market environment, the approaching inflection point of cigarette demand, insufficient
team building vitality, and insufficient endogenous development momentum.At the same
time, with the transformation of the management system and management process to
digital and intelligent, it has brought opportunities and possibilities for the tobacco
industry to improve the system and process. As a state-owned tobacco commercial
enterprise, TD Tobacco is continuing to deepen the reform of the "three systems" in
accordance with the requirements of the State Council's "Three-Year Action Plan for the
Reform of State-owned Enterprises". Although some achievements have been made, there
are still problems with an imperfect employee performance evaluation system and a salary
management system. Problems such as imperfections and unsmooth channels for talent
growth. Therefore, starting from the above problems, this paper studies the incentives of
grass-roots employees in TD Tobacco Company, aiming to maximize the incentive effect,
II
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