本文選題：天合光能公司 + 核心員工�。� 參考：《南京工業(yè)大學(xué)》2013年碩士論文

【摘要】：20世紀(jì)90年代以來，經(jīng)濟全球化趨勢不斷凸顯，企業(yè)經(jīng)營的外部環(huán)境日益復(fù)雜化和動態(tài)化，技術(shù)變革和知識更新速度加快，迫切要求企業(yè)維持自己的核心競爭力�；A(chǔ)資源觀的人力資源理論認(rèn)為企業(yè)的核心競爭力源于企業(yè)的關(guān)鍵和稀缺性的人力資源，即組織的核心員工。長期以來，核心員工的工作積極性難以持續(xù)和頻繁的流動現(xiàn)象是激勵性不足的直接表現(xiàn)。在很多企業(yè)內(nèi)部，組織的薪酬激勵制度不完善、精神鼓勵和人文關(guān)懷嚴(yán)重缺位、職業(yè)發(fā)展路徑不明晰，，導(dǎo)致核心員工的業(yè)績表現(xiàn)和組織貢獻(xiàn)差強人意。因此，如何通過有效的核心員工激勵機制保留和開發(fā)核心員工成為企業(yè)核心員工管理的當(dāng)務(wù)之急。 本文以維持企業(yè)內(nèi)部核心人才的競爭優(yōu)勢和工作積極性為出發(fā)點，以天合光能公司作為案例研究的對象，通過構(gòu)建以績效薪酬為主，其他激勵方式為輔的激勵機制來實現(xiàn)核心員工的激勵和保持。首先，提出研究問題并闡述本文研究意義及現(xiàn)狀，介紹核心員工激勵特征、員工激勵的主要模式等理論，深入分析并引出天合光能公司核心員工激勵的現(xiàn)狀及趨勢，為開展研究提供方向性的指導(dǎo)；其次，介紹天合光能公司核心員工的基本情況和薪酬激勵、精神激勵、員工職業(yè)發(fā)展現(xiàn)狀等，通過核心員工滿意度問卷調(diào)查，分析目前的核心員工激勵機制存在的問題；再次，結(jié)合目前天合光能公司核心員工現(xiàn)狀，系統(tǒng)設(shè)計核心員工激勵機制優(yōu)化方案，詳細(xì)闡述方案的實施過程及注意的問題；最后，對研究的成果做出總結(jié)及評價優(yōu)化方案的預(yù)期效果，并指出研究的不足和未來的發(fā)展方向。
[Abstract]:Since 1990s, the trend of economic globalization has become increasingly prominent, the external environment of enterprise management is becoming more and more complicated and dynamic, and the speed of technological change and knowledge renewal has been quickened. It is urgent for enterprises to maintain their core competitiveness. The theory of human resources based on the view of basic resources holds that the core competence of an enterprise originates from the key and scarce human resources of an enterprise, that is, the core staff of an organization. For a long time, the core staff's work enthusiasm is difficult to sustain and frequent flow phenomenon is the direct manifestation of incentive insufficiency. In many enterprises, the compensation incentive system of the organization is imperfect, spiritual encouragement and humanistic concern are seriously absent, and the path of career development is not clear, which leads to unsatisfactory performance of core staff and organizational contribution. Therefore, how to retain and develop the core staff through an effective incentive mechanism has become an urgent task in the management of core staff. In order to maintain the competitive advantage and work enthusiasm of the core talents in the enterprise, this paper takes Tianhe Guangeng Company as the case study object, through the construction of the performance compensation as the main, Other incentives are supplemented by incentive mechanisms to achieve core staff motivation and maintenance. First of all, the paper puts forward the research questions and expounds the significance and present situation of this paper, introduces the characteristics of core staff motivation, the main models of employee motivation, and further analyzes and leads to the current situation and trend of the core staff incentive in Tianhe Guangeng Company. Secondly, it introduces the basic situation of the core employees of Tianhe Guangeng Company and the salary incentives, spiritual incentives, the status quo of staff career development, etc., through the core staff satisfaction questionnaire, Analysis of the current core staff incentive mechanism problems; thirdly, combined with the current situation of the core staff of Tianhe Guangeng Company, the system design core staff incentive mechanism optimization scheme, elaborate the implementation process of the scheme and the problems to be paid attention to; finally, This paper summarizes the results of the research and evaluates the expected effect of the optimization scheme, and points out the deficiency of the research and the development direction in the future.
【學(xué)位授予單位】：南京工業(yè)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272.92;F426.61

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本文編號：2013809