本文選題：信發(fā)集團 + 人力資源管理��； 參考：《陜西師范大學(xué)》2015年碩士論文

【摘要】：隨著改革開放進入第38個年頭,我國的民營企業(yè)一路發(fā)展,已經(jīng)由當(dāng)初零星存在的小作坊、鄉(xiāng)鎮(zhèn)企業(yè)等工商業(yè)的萌芽逐步成長為我國現(xiàn)有經(jīng)濟體制下一支推動我國經(jīng)濟社會快速健康穩(wěn)定向前發(fā)展的關(guān)鍵力量。而在實際生產(chǎn)經(jīng)營過程中,民營企業(yè)往往因為發(fā)展時間短,組織結(jié)構(gòu)不健全,薪酬結(jié)構(gòu)不合理等原因,始終無法對所需人才產(chǎn)生足夠的吸引力,在人才引進、使用等諸多方面存在問題。因此,如何提高企業(yè)激勵措施的激勵效率,發(fā)揮激勵在優(yōu)化企業(yè)人力資源中的巨大作用,成為我國廣大民營企業(yè)特迫切需要解決的關(guān)鍵問題。本文以信發(fā)集團這一具有家族企業(yè)屬性的民營企業(yè)為研究對象,通過梳理、歸納并充分借鑒國內(nèi)外相關(guān)激勵理論,在對信發(fā)集團員工滿意度及和需要狀況進行調(diào)查統(tǒng)計分析的基礎(chǔ)上,運用文獻分析、理論分析和調(diào)查統(tǒng)計分析相結(jié)合的方法,對信發(fā)集團現(xiàn)有的員工激勵的實施狀況和效果進行現(xiàn)象描述并分析,發(fā)現(xiàn)企業(yè)在該方面存在的一系列問題,對其產(chǎn)生的原因進行剖析,最終提出信發(fā)集團員工激勵的優(yōu)化方案。一方面可以提升該企業(yè)現(xiàn)有激勵措施的激勵效率；另一方面則可以為有相似激勵問題的民營企業(yè)提供借鑒和解決思路。論文共分六章,分別為緒論,論文選題研究的理論基礎(chǔ),企業(yè)員工激勵現(xiàn)狀分析,員工激勵優(yōu)化方案設(shè)計,化方案實施的保障措施和最后結(jié)論。本文綜合認為信發(fā)集團員工激勵優(yōu)化是一個牽一發(fā)而動全身的系統(tǒng)工程,結(jié)合信發(fā)集團運營狀況需要從物質(zhì)、精神和工作三個方面進行優(yōu)化方案的設(shè)計,同時輔之以績效考核制度、企業(yè)文化建設(shè)、管理層支持這三個方面的保障措施來確保優(yōu)化方案的順利實施�；谝陨险J識,本文提出要建立“人性化的管理理念、公平公正的薪酬分配體系、科學(xué)合理的績效考核制度、管理層高度重視,兼顧員工個人發(fā)展和企業(yè)文化建設(shè)”的一條龍式優(yōu)化方案。以上措施環(huán)環(huán)相扣,密不可分,能發(fā)揮激勵從內(nèi)到外在,從物質(zhì)到精神,從長期與短期的綜合激勵作用。
[Abstract]:With the reform and opening up to the outside world entering its 38th year, the private enterprises in our country have developed all the way from the small workshops that existed in the beginning. The germination of industry and commerce, such as township enterprises, has gradually grown into a key force to promote the rapid, healthy and stable development of China's economy and society under the existing economic system of our country. In the process of actual production and operation, private enterprises are often unable to attract enough talents because of short development time, imperfect organizational structure, unreasonable salary structure, and so on. Use and many other aspects of the problem. Therefore, how to improve the efficiency of incentive measures and how to play the role of incentive in optimizing the human resources of enterprises has become a key problem that the majority of private enterprises in our country need to solve urgently. This paper takes Xinfa Group, a private enterprise with family business attributes, as the research object, through combing, induces and fully draws lessons from the relevant incentive theory at home and abroad. On the basis of the investigation and analysis of the satisfaction degree and the needs of the employees in the information and development group, the methods of combining literature analysis, theoretical analysis and investigation and statistical analysis are used. This paper describes and analyzes the implementation status and effect of current staff incentive in the information and development group, finds out a series of problems existing in the enterprise, analyzes the causes of the problems, and finally puts forward the optimization scheme of the staff incentive in the information and development group. On the one hand, it can improve the incentive efficiency of the existing incentive measures; on the other hand, it can provide reference and solution for the private enterprises with similar incentive problems. The thesis is divided into six chapters, which are the introduction, the theoretical basis of the research, the analysis of the current situation of employee motivation, the design of employee incentive optimization scheme, the measures to ensure the implementation of the scheme and the final conclusion. In this paper, the author thinks that the optimization of staff motivation is a systemic engineering, which needs to be designed from three aspects: material, spirit and work. At the same time, it is supported by the performance appraisal system, the construction of corporate culture and the support of management to ensure the smooth implementation of the optimized scheme. Based on the above understanding, this paper proposes to establish "humanized management concept, fair and just salary distribution system, scientific and reasonable performance appraisal system, highly valued by management," Take into account the personal development of employees and the construction of corporate culture, "one-stop optimization program." The above measures are inextricably linked, and can play a comprehensive role of motivation from inside to outside, from substance to spirit, from long term to short term.
【學(xué)位授予單位】：陜西師范大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F272.92;F426.32

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