發(fā)布時間：2018-09-01 11:35

【摘要】：隨著經(jīng)濟(jì)全球化的日益發(fā)展,世界經(jīng)濟(jì)一體化的步伐明顯加快,全球產(chǎn)業(yè)轉(zhuǎn)移逐漸從制造業(yè)向服務(wù)業(yè)延伸,服務(wù)外包成為服務(wù)業(yè)全球化發(fā)展的重要趨勢。 從上世紀(jì)80年代末開始,為了實(shí)現(xiàn)全面的成本領(lǐng)先、提高組織運(yùn)營效率和核心競爭力,一些跨國公司及大型企業(yè)聯(lián)盟便開始將其非核心的信息技術(shù)或者業(yè)務(wù)流程外包給更低成本的專業(yè)服務(wù)提供商。服務(wù)外包企業(yè)的生產(chǎn)方式大都是“人腦”加“電腦”。為此要使企業(yè)進(jìn)一步發(fā)展,增強(qiáng)企業(yè)的市場競爭力,就必須重視人力資源的管理與開發(fā),建立有效的激勵機(jī)制,充分發(fā)揮員工的潛力。然而,服務(wù)外包產(chǎn)業(yè)尤其是金融服務(wù)外包產(chǎn)業(yè)規(guī)模不斷擴(kuò)張,業(yè)務(wù)內(nèi)容不斷豐富,不僅國外大型跨國服務(wù)外包企業(yè)進(jìn)駐國內(nèi),本土的金融服務(wù)外包企業(yè)也在不斷增加,加上專業(yè)化的人才隊(duì)伍短缺,加劇了金融服務(wù)外包產(chǎn)業(yè)的競爭。為了吸引并留住更多、更優(yōu)秀的人才,針對金融服務(wù)外包企業(yè)員工的激勵問題研究,越來越具有現(xiàn)實(shí)意義。 本文的研究,通過對華石數(shù)據(jù)(昆山)有限公司(簡稱昆山華石)基于需求的員工激勵情況進(jìn)行調(diào)查以后,運(yùn)用相關(guān)人力資源理論和管理學(xué)理論對現(xiàn)行的激勵問題進(jìn)行了分析,并根據(jù)該公司員工需求的特點(diǎn),確立了對該公司員工的激勵原則,并在此基礎(chǔ)上提出完善該公司員工激勵機(jī)制的建議。 昆山華石作為金融服務(wù)外包企業(yè),需要在滿足員工需求的基礎(chǔ)上進(jìn)行激勵方案的設(shè)計(jì),以盡可能的避免出現(xiàn)公司員工離職率高,滿意度低,工作不積極的現(xiàn)象。本文研究的主要結(jié)論有： 第一、昆山華石在員工激勵方面存在著一系列的問題,需要在薪酬福利、績效考核、員工培訓(xùn)、職業(yè)發(fā)展、公司文化等方面進(jìn)行員工激勵方案的完善 第二、昆山華石的激勵優(yōu)化方案為完善薪酬方案,滿足員工的物質(zhì)需要；建立員工培訓(xùn)體系和職業(yè)發(fā)展通道,滿足員工的自我發(fā)展和成就需要；確立公正的績效考核體系,滿足員工的公平需要；培養(yǎng)柔性的企業(yè)文化,滿足員工的尊重需要。 第三、昆山華石在根據(jù)自身情況制定和實(shí)施員工激勵方案時,應(yīng)該注意激勵方式的靈活性,以正強(qiáng)化為主,負(fù)強(qiáng)化和懲罰為輔的激勵手段。 昆山華石的母公司是行業(yè)內(nèi)的領(lǐng)軍企業(yè),昆山華石是其規(guī)模最大的子公司。本文的研究在指導(dǎo)昆山華石完善員工激勵方案,適應(yīng)公司發(fā)展需求的同時,對于服務(wù)外包行業(yè)以及相似行業(yè)的企業(yè)實(shí)施員工激勵策略具有一定的借鑒意義。
[Abstract]:With the increasing development of economic globalization, the pace of world economic integration is obviously accelerated, the global industrial transfer gradually extends from manufacturing to service, service outsourcing has become an important trend of the development of service globalization. Since the late 1980s, in order to achieve overall cost leadership, improve the organization's operational efficiency and core competitiveness, Some multinationals and large corporate coalitions have begun outsourcing their non-core information technology or business processes to lower-cost professional service providers. The mode of production of service outsourcing enterprises is mostly "human brain" and "computer". Therefore, in order to further develop enterprises and enhance their market competitiveness, we must attach importance to the management and development of human resources, establish an effective incentive mechanism, and give full play to the potential of employees. However, the scale of service outsourcing industry, especially the financial service outsourcing industry, is constantly expanding, and the business content is constantly rich. Not only foreign large multinational service outsourcing enterprises are stationed in the country, but also the local financial service outsourcing enterprises are increasing. In addition, the shortage of specialized talents intensifies the competition of financial service outsourcing industry. In order to attract and retain more and more excellent talents, it is of more and more practical significance to study the motivation of employees in financial service outsourcing enterprises. In this paper, after investigating the demand-based incentive situation of Huashi data (Kunshan) Co., Ltd. (Kunshan Huashi), the current incentive problems are analyzed by using the relevant human resources theory and management theory. According to the characteristics of the company's staff demand, the incentive principle for the employees is established, and on this basis, suggestions to improve the employee incentive mechanism are put forward. As a financial service outsourcing enterprise, Kunshan Huashi needs to design incentive schemes on the basis of meeting the needs of employees, in order to avoid the phenomenon of high turnover rate, low satisfaction and inactive work. The main conclusions of this paper are as follows: first, Kunshan Huashi has a series of problems in employee motivation, including salary and welfare, performance appraisal, staff training, career development, etc. Second, Kunshan Huashi's incentive optimization plan is to perfect the salary plan to meet the material needs of the staff; to establish the staff training system and career development channel, To meet the self-development and achievement needs of employees; to establish a fair performance appraisal system to meet the fair needs of employees; to cultivate a flexible corporate culture to meet the needs of staff respect. Thirdly, when Kunshan Huashi formulates and implements employee incentive plan according to its own situation, it should pay attention to the flexibility of incentive mode, with positive reinforcement as the main, negative reinforcement and punishment as auxiliary incentive means. Kunshan Huashi parent company is the industry leader, Kunshan Huashi is its largest subsidiary. The research in this paper not only instructs Kunshan Huashi to perfect the employee incentive plan and adapts to the development of the company, but also has certain reference significance for the service outsourcing industry and the similar industry enterprises to implement the employee incentive strategy.
【學(xué)位授予單位】：蘭州大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272.92;F719

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