大型超市终端取胜中的员工满意度研究——以家乐福为例
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摘 要
近十几年来，大型连锁超市在国内从无到有，如今已遍布各地。它的崛起已
经彻底改变了中国消费者的传统购物习惯，每个百姓生活都与之息息相关。大型
连锁超市依靠的是“一站式购足必需品，免费停车，退换货自由，价廉物美”的
理念而取得了终端（门店）的成功。这个模式在短时期内又迅速地被复制，占据
了市场。大型超市终端取胜的模式能够成功的复制下去，关键的原因是获得了顾
客的满意和认同。从更深层次角度看，超市的员工满意度才是顾客满意的基础，
更是终端（门店）取胜的不可或缺的因素。这也是商业业态能够成长的要素。本
文对家乐福——目前世界排名暂居第二的连锁零售行业帝国在中国的发展进行了
阐述，并对其终端门店的员工满意度进行了详细的研究。
在家乐福进入中国的最初发展阶段，公司通过扁平化的管理和充分授权，调
动了所有人员的积极性，“欣欣向荣”四个字便是当时的真实写照。它的取胜成功
引人注目，“家乐福”妇孺皆知，成了顾客心中理想的购物场所，并且领跑于众多
国内大型超市。但是大型超市的竞争是相当激烈的，大润发，欧尚相继进入大陆，
国内的超市如联华等也复制了家乐福的模式而迅速崛起，并且开店速度大大高于
家乐福。为了应对竞争和市场规范等诸多因素的要求，家乐福进入了从制度模式
到文化的转型期。在经营模式方面，家乐福从终端店长负责制逐步收权，使权利
重心不断上移，最终形成了中央集权的矩阵管理模式，以期用“法治”代替“人
治”。此外，在改革的过程中，不断的“营运优化项目”、“节省费用计划”都是建
立在了牺牲员工和顾客利益的基础上。在全面追求短期利润的大背景下，中国家
乐福开始慢慢产生了一种矛盾的企业文化。公司标榜和鼓吹企业文化与公司强烈
的以结果为导向的行为有巨大的冲突，奇怪的现象不断产生，同时公司彻底进入
了防范型的员工管理制度时期。改革至今，家乐福终于在 2009 年被竞争对手所赶
超，在“单位面积产值”这一重要指标上沦落到了大润发连锁超市之后。
与此同时，本文通过对其终端门店的 20 名员工的深度访谈以及对 300 名员工
进行问卷调查后，证实了其员工满意度变得不容乐观的事实，并得出了家乐福员
工工作本身的各个维度（薪资待遇、人际关系与工作挑战度）和员工满意度各维
度（员工对企业整体满意度与员工对工作回报满意度）呈显著正向相关关系的结
论，其中薪资待遇方面的表现与员工满意度的相关性最强。
终端业绩的沦落和员工满意度的下降使我们意识到，大型超市的终端是否能
够重新取胜，有赖于员工的满意度是否由之提高，而且必须马上调整出一整套切
实可行的方案。为此，本文指出了使员工薪资合理化，奖金设置更具激励性，构
筑良好的评价指标体系以便表现评估公正化、提高员工工作挑战性、改善人际之
间的沟通是目前终端的当务之急。
家乐福作为国内大型超市的典范，它的终端在未来成功与否都将给整个国内
的零售行业带来影响。本文希望通过家乐福的实践，通过家乐福员工满意度的提
高来使得它最终取得成功，而由此给整个行业带来启示，而且让全社会的消费者
都受惠于此。
另外，越来越多的外资企业走入国门，我们也希望诸多外企能够总结家乐福
的经验与教训，在发展道路上走得更好，让我们的员工工作得更好，让我们的全
社会对此都更为满意。
关键词：员工满意度 大型超市 终端取胜
ABSTRACT
As we know the chain hypermarkets come out and continuously grow everywhere
in recent decades in China. The rising of hypermarkets completely changed the
traditional shopping habits of Chinese consumers, and it relates to people’s daily life
tightly. The hypermarkets attained success via the concept of “one station shopping, free
park, free return/exchange goods, good quality with low price”. This mode has been
successfully copied in short-term and hold the market quickly, because of customers’
satisfaction. In deeper part, the satisfaction of hypermarket employees is not only the
basic of customers’ satisfaction, but also the indispensable factor of terminal success.
Meanwhile is the growing factor of commercial state. The paper will research Carrefour
--which is second ranking No.2 in world retail industry, expounding its development in
China market, and the in-depth analysis on the employee satisfaction.
In the primal development phases of Carrefour entering China, it via flat
management and sufficient authorization, mobilized all employees’ positivity,
flourishing was the scene of the time. Carrefour’s success caught everybody’s
attention, and Carrefour became the first choice of shopping destination, and it better
than many domestic hypermarkets. But the competition of hypermarket is very drastic,
RT-Mart, Auchan came to open store in China, the domestic hypermarket LianHua is
also copy Carrefour’s mode then rising up, and speed of expansion is faster than
Carrefour. In order to alonging with request of many factors such as the drastically
competition, enterprise expanding, marketing criterion, Carrefour entered in a
transferred period in terms of institutional mode and culture mode. In operational part,
Carrefour retracted the power step by step from store managers, incessant moving up
the barycenter of power, finally formed centralized matrix management mode, wish to
use “legal system” instead of” human management”. Besides, on the progress of
innovation, incessant “Operation optimized project”、“Cost killing plan ” were based
on sacrificing the benefit of employees and consumers. Under the background of
pursuing short-term benefit, Carrefour China came into being a inconsistent enterprise
culture. Carrefour boost and preached enterprise culture was intensely conflicted with
the behavior of orienting to result, strange phenomena incessantly come out, meanwhile
Carrefour completely enter a period of Keeping-away employee management system.
Through the reforming, competitors finally won Carrefour in 2009, the important
indicator of “Unit production” is behind of RT-Mart.
Meanwhile, through the in-depth interviews with 20 employees and questionnaire
survey with 300 employees, the paper confirms the fact that its employee satisfaction is
not optimistic, and the following is conclusions : the job of Carrefour employee in all
dimensions (salary treatment, interpersonal relationships and work challenges degrees)
and the various dimensions of satisfaction (overall satisfaction with the staff of
enterprises and the return from work) are significantly positively correlated, in which
salary treatment performance and employee satisfaction are the most relevant.
The falling of terminal achievement and employee satisfaction make us realizing,
whether the terminal of Hypermarket could re-success will base on the improving of
employee satisfaction, and we must adjust a feasible project. Therefore, this paper
points out the urgent affairs should be carried out right now such as rationalizing the
salary, more motivating bonus setting, setting up well appraisal indicator system to
justify performance appraisal, raising the work challenge, improving interpersonal
communication.
As the leader of China hypermarket, the stores of Carrefour could succeed or not,
will affect the entire domestic retail industry. This paper wish through the practice of
Carrefour and the improving of Carrefour employee satisfaction to achieve success,
consumers will gain benefit from it also.
In addition, more and more foreign enterprises are entering China, we hope foreign
enterprises could summarize the experience and lessons from Carrefour to growing
better, wish our employee could work better, and the whole society gain more
satisfaction.
Key Words: Employee Satisfaction, Hypermarket,
Terminal success
目 录
中文摘要
ABSTRACT
第一章 绪 论 ...............................................................................................................1
§1.1 研究背景 ..........................................................................................................1
§1.2 研究的意义 ......................................................................................................7
§1.3 研究目的 ..........................................................................................................7
§1.4 研究方法 ..........................................................................................................7
§1.5 论文结构 ..........................................................................................................8
第二章 相关理论分析 ...................................................................................................9
§2.1 满意度的理论基础 ..........................................................................................9
§2.1.1 态度的类型 ...........................................................................................9
§2.1.2 工作满意度及测量 ...............................................................................9
§2.1.3 什么因素会引起员工满意 .................................................................10
§2.1.4 工作满意度与工作绩效 .....................................................................11
§2.1.5 工作满意度与组织公民行为 .............................................................11
§2.1.6 工作满意度与顾客满意度 .................................................................11
§2.1.7 工作满意度与缺勤率、流动率 .........................................................12
§2.1.8 工作满意度与工作场所中的越轨行为 .............................................12
§2.2 员工满意度的构成 ........................................................................................12
§2.3 满意度理论小结及对管理者的意义 ............................................................13
§2.4 激励理论 ........................................................................................................14
§2.4.1 双因素理论 .........................................................................................14
§2.4.2 公平理论 .............................................................................................15
§2.5 服务利润链理论综述 ....................................................................................16
§2.5.1 理论产生背景 .....................................................................................16
2.5.2 服务利润链模型 ...................................................................................16
§2.6 相关理论分析对本文的意义 ........................................................................17
第三章 家乐福的成功取胜及其战略转变的深入探讨 ...............................................19
§3.1 家乐福公司简介 .............................................................................................19
§3.2 家乐福在中国的取胜和发展 ........................................................................19
§3.3 家乐福在中国全面取胜后的战略转变 ........................................................21
§3.4 家乐福的管理制度对员工满意度的影响 ....................................................26
§3.5 家乐福公司文化的转变对员工满意度的影响 ............................................27
第四章 家乐福超市员工满意度的调查 .....................................................................31
§4.1 深度访谈 ........................................................................................................31
§4.1.1 家乐福普通员工访谈结果 .................................................................31
§4.1.2 普通员工深度访谈小结 .....................................................................33
§4.1.3 管理人员的深度访谈 .........................................................................34
§4.1.4 管理人员深度访谈小结 .....................................................................36
§4.2 员工满意度的问卷调查数理统计分析 ........................................................36
§4.2.1 信度分析 .............................................................................................36
§4.2.2 相关分析 .............................................................................................37
§4.2.3 回归分析 .............................................................................................40
§4.2.4 方差分析 .............................................................................................47
§4.2.5 本章小结 .............................................................................................48
第五章 新指标评估体系及员工满意度提高的构想 .................................................51
§5.1 研究结论在实践中的指导意义 ....................................................................51
§5.2 导致员工满意度近年走低的原因深度剖析 ................................................52
§5.3 提高员工满意度的方法设想 ........................................................................54
§5.4 新的指标及评估体系构建的设想 ................................................................54
§5.5 研究的局限性与尚待进一步研究的问题 ....................................................57
§5.5.1 本文的局限性 .....................................................................................57
§5.5.2 等待进一步研究的问题 .....................................................................57
附录 1深度访谈问卷 ....................................................................................................59
附录 2家乐福门店员工满意度调查问卷 ....................................................................61
参考文献 .........................................................................................................................63
在读期间公开发表的论文和承担科研项目及取得成果 .............................................65
致 谢 .............................................................................................................................67
摘要：
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摘要近十几年来，大型连锁超市在国内从无到有，如今已遍布各地。它的崛起已经彻底改变了中国消费者的传统购物习惯，每个百姓生活都与之息息相关。大型连锁超市依靠的是“一站式购足必需品，免费停车，退换货自由，价廉物美”的理念而取得了终端（门店）的成功。这个模式在短时期内又迅速地被复制，占据了市场。大型超市终端取胜的模式能够成功的复制下去，关键的原因是获得了顾客的满意和认同。从更深层次角度看，超市的员工满意度才是顾客满意的基础，更是终端（门店）取胜的不可或缺的因素。这也是商业业态能够成长的要素。本文对家乐福——目前世界排名暂居第二的连锁零售行业帝国在中国的发展进行了阐述，并对其终端门店的员工满意度进行了详...
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作者：牛悦
分类：高等教育资料
价格：15积分
属性：67 页
大小：1.01MB
格式：PDF
时间：2024-11-19
