本文關(guān)鍵詞： 國(guó)有企業(yè) 85后員工 激勵(lì)機(jī)制　出處：《首都經(jīng)濟(jì)貿(mào)易大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：隨著我國(guó)市場(chǎng)化程度的逐步加深,國(guó)有企業(yè)的競(jìng)爭(zhēng)也由物力資本的競(jìng)爭(zhēng)轉(zhuǎn)向了人力資本的競(jìng)爭(zhēng),如何合理、高效地利用人力資源,挖掘人力資源潛能,是國(guó)有企業(yè)正面臨的巨大挑戰(zhàn)。很多企業(yè)下大功夫,花大力氣,不惜重金聘請(qǐng)人才,可當(dāng)引進(jìn)人才后,卻因?yàn)楝F(xiàn)行激勵(lì)機(jī)制的局限性而導(dǎo)致人才無法發(fā)揮自身的作用,甚至是人才流失。特別是近年來85后大學(xué)生大規(guī)模的進(jìn)入到國(guó)有企業(yè)中,由于85后大學(xué)生本身具有較為鮮明的個(gè)性特征和工作特點(diǎn),企業(yè)原有的激勵(lì)機(jī)制在很多方面即體現(xiàn)出不適宜性,不能很好的滿足85后大學(xué)生職工群體的人才發(fā)展需要,進(jìn)而會(huì)影響到企業(yè)的整體發(fā)展。激勵(lì)機(jī)制不適宜性的問題亟待企業(yè)進(jìn)行調(diào)整和完善。本文以國(guó)有企業(yè)KN公司為例,以KN公司對(duì)85后大學(xué)生員工的激勵(lì)機(jī)制問題為關(guān)注點(diǎn)。將馬斯洛的需要層次理論、赫茨伯格的雙因素理論、波特—?jiǎng)诶盏木C合激勵(lì)理論和亞當(dāng)斯的公平理論作為理論基礎(chǔ),系統(tǒng)說明了激勵(lì)機(jī)制的內(nèi)涵作用。其次通過對(duì)KN公司中100名85后大學(xué)生員工的問卷調(diào)查,整理總結(jié)出了KN公司85后大學(xué)生員工在工作中呈現(xiàn)出的特點(diǎn)。再結(jié)合KN公司對(duì)85后大學(xué)生員工的激勵(lì)機(jī)制現(xiàn)狀,綜合分析出了KN公司現(xiàn)行激勵(lì)機(jī)制中的問題,并從薪酬分配不合理、員工職業(yè)發(fā)展激勵(lì)不足、非物質(zhì)激勵(lì)缺乏、中高層管理者對(duì)激勵(lì)認(rèn)識(shí)不夠四個(gè)方面加以詳細(xì)闡述。針對(duì)上述問題,本文特別研究了華為公司的激勵(lì)機(jī)制,汲取他們?cè)趩T工激勵(lì)中的成功經(jīng)驗(yàn),為解決KN公司的激勵(lì)機(jī)制問題提供借鑒。最終設(shè)計(jì)并提出了具體的改革探索方案,包括:進(jìn)行目標(biāo)責(zé)任制考核、績(jī)效測(cè)評(píng)考核等方式以解決薪酬分配不合理的問題;讓員工參與管理,建立合理晉升機(jī)制等方式解決員工職業(yè)發(fā)展激勵(lì)不足的問題;榮譽(yù)激勵(lì)、創(chuàng)建良好溝通渠道等方式解決非物質(zhì)激勵(lì)缺乏問題;加強(qiáng)培訓(xùn)、了解員工、注重團(tuán)建等方式解決管理者對(duì)激勵(lì)認(rèn)識(shí)不夠的問題,以期幫助KN公司解決對(duì)85后大學(xué)生員工激勵(lì)不足的問題,最終建立一套合理、適宜的激勵(lì)機(jī)制。
[Abstract]:With the gradual deepening of marketization in our country, the competition of state-owned enterprises has also changed from the competition of material capital to the competition of human capital. How to utilize human resources reasonably and efficiently and tap the potential of human resources, It is a huge challenge that state-owned enterprises are facing. Many enterprises have made great efforts and made great efforts to hire talented people at great expense, but when they have imported talents, they are unable to play their role because of the limitations of the current incentive mechanism. Even the brain drain. Especially in recent years, post-85 college students have entered state-owned enterprises on a large scale, because post-85 college students have their own distinctive personality and work characteristics. The original incentive mechanism of the enterprise is not suitable in many aspects, and it can not meet the talents development needs of the post-85 college students. Therefore, it will affect the overall development of the enterprise. The problem of inappropriate incentive mechanism needs to be adjusted and perfected urgently. This paper takes KN Company, a state-owned enterprise, as an example. Based on the theory of Maslow's hierarchy of needs theory, Hertzberg's two-factor theory, Bott-Laurer 's comprehensive incentive theory and Adams's fair theory, KN Company pays attention to the incentive mechanism of post-85 college students, and takes the theory of Maslow's hierarchy of needs, Hertzberg's two-factor theory, and Adams's theory of fairness as the theoretical basis. The connotation of incentive mechanism is explained systematically. Secondly, through the questionnaire survey of 100 post-85 college students in KN Company, This paper summarizes the characteristics of post-85 college students' employees in KN Company, and then analyzes the problems in the current incentive mechanism of KN Company, combined with the current situation of KN company's incentive mechanism for post-85 college students. And from the following four aspects: unreasonable salary distribution, lack of incentive for employees' career development, lack of non-material incentive, lack of awareness of incentive among middle and senior managers, this paper especially studies the incentive mechanism of Huawei Company, aiming at the above problems. Draw on their successful experience in employee motivation, provide a reference for solving the incentive mechanism of KN. Finally, design and put forward a specific reform exploration plan, including: target responsibility assessment, Performance appraisal and other ways to solve the problem of unreasonable salary distribution; let employees participate in management, establish a reasonable promotion mechanism to solve the problem of inadequate incentive for staff career development; Honor incentive, Create good communication channels to solve the problem of lack of non-material motivation, strengthen training, understand the staff, pay attention to team building and other ways to solve the problem that managers do not know enough about motivation, In order to help KN company to solve the problem of inadequate incentive for post-85 college students, and finally establish a set of reasonable and appropriate incentive mechanism.
【學(xué)位授予單位】：首都經(jīng)濟(jì)貿(mào)易大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F426.22

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