【摘要】：隨著時間的推移,“80后”“90后”逐漸成為職場主力,他們也受到了各界的關(guān)注,他們因其成長環(huán)境及背景而具有其獨有的特色,他們富有挑戰(zhàn)精神,但同時又因各種壓力對組織的歸屬感也在降低,其結(jié)果是,高離職率成了一個現(xiàn)實問題。本文以機務(wù)維修行業(yè)的“80后”“90后”員工為研究對象,通過問卷、訪談等形式,調(diào)查研究新生代機務(wù)維修員工歸屬感現(xiàn)狀,分析這部分群體的歸屬感現(xiàn)狀及其影響因素,探索提高新生代機務(wù)維修員工歸屬感的有效方法。本文首先確定了研究范疇和對象,初步完成對研究框架的設(shè)計,梳理了國內(nèi)外關(guān)于歸屬感的相關(guān)理論,以此為基礎(chǔ)完成研究設(shè)計,采用文獻查閱法和訪談法收集信息,并根據(jù)收集的信息結(jié)合行業(yè)特點提出研究假設(shè)。然后,編制并發(fā)布問卷量表,利用統(tǒng)計軟件SPSS分析數(shù)據(jù),對研究假設(shè)進行實證分析。研究結(jié)果包括:(1)從目前新生代機務(wù)維修員工組織歸屬感現(xiàn)狀看,行業(yè)內(nèi)員工組織歸屬感較低,其中男性員工歸屬感顯著低于女員工。但是,不同年齡、在單位工作時間、學歷的員工的歸屬感并不存在顯著差異;(2)工作回報、組織公平、文化認同、人際環(huán)境、工作本身五個變量與員工組織歸屬感成正相關(guān);(3)新生代機務(wù)維修員工受年齡、工齡、學歷等影響,其歸屬感影響變量對其歸屬感的影響程度存在差異;(4)文化認同作為歸屬感的影響變量,對員工歸屬感的影響作用最為顯著。最后,在實證研究結(jié)論的基礎(chǔ)上,本文從組織制度建設(shè)、文化建設(shè)、激勵機制建設(shè)三個方面著手提出了對策,(1)組織制度建設(shè)方面提出了建立民主平等組織關(guān)系、拓寬員工溝通渠道、重視制度公平、人性化管理制度;(2)文化建設(shè)方面提出了文化建設(shè)上要重視人的價值、發(fā)揮“師徒文化”的傳導機制、將企業(yè)文化植入員工的心中;(3)薪酬福利建設(shè)方面提出了建立以長期承諾為前提的的薪酬福利結(jié)構(gòu)、建立與需求相匹配的福利政策、公平公開的職業(yè)晉升機制、建立能力與需求相匹配的培訓方式
[Abstract]:With the passage of time, the "post-80s" and "post-90s" have gradually become the main force in the workplace, and they have also received the attention of all walks of life. They have their unique characteristics because of their growing environment and background, and they are full of challenging spirit. But at the same time, due to various pressures, the sense of belonging to the organization is also decreasing, the result is that the high turnover rate has become a practical problem. This paper takes the post-80s "post-90s" employees in the aircraft maintenance industry as the research object, through questionnaires and interviews, investigates and studies the present situation of the new generation of mechanical maintenance employees' sense of belonging, and analyzes the present situation and influencing factors of this group's sense of belonging. To explore the effective methods to improve the sense of belonging of the new generation of aircraft maintenance staff. This paper first determines the scope and object of the study, initially completes the design of the research framework, combs the relevant theories about the sense of belonging at home and abroad, on the basis of which the research design is completed, and the literature review method and interview method are used to collect the information. According to the collected information combined with the characteristics of the industry, the research hypothesis is put forward. Then, the questionnaire is compiled and issued, and the research hypothesis is empirically analyzed by using the statistical software SPSS to analyze the data. The results are as follows: (1) from the current situation of organizational belonging of the new generation of aircraft maintenance employees, the sense of organizational belonging of the employees in the industry is low, and the sense of belonging of the male employees is significantly lower than that of the female employees. However, there is no significant difference in the sense of belonging of employees with different ages, working hours and academic qualifications. (2) the five variables of job return, organizational fairness, cultural identity, interpersonal environment and work itself are positively correlated with employees' sense of organizational belonging; (3) the influence of age, length of service and educational background on the sense of belonging of the new generation of maintenance staff is different, and the influence of the variables of the sense of belonging on their sense of belonging is different. (4) as the influence variable of the sense of belonging, cultural identity has the most significant effect on the sense of belonging of employees. Finally, on the basis of the empirical research conclusions, this paper puts forward some countermeasures from three aspects: the construction of organizational system, the construction of culture and the construction of incentive mechanism. (1) the construction of organizational system puts forward the establishment of democratic and equal organizational relationship. Broaden the communication channels of employees, attach importance to institutional fairness, humanized management system; (2) in the aspect of cultural construction, it is put forward that we should attach importance to the value of human beings in cultural construction, give full play to the transmission mechanism of "teacher and apprentice culture", and plant corporate culture in the hearts of employees; (3) in the aspect of salary and welfare construction, this paper puts forward the establishment of salary and welfare structure based on long-term commitment, the establishment of welfare policy matching with demand, the fair and open career promotion mechanism, and the establishment of training mode in which ability and demand match.
【學位授予單位】：華僑大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F272.92

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