本文選題：基層公務(wù)員 + 激勵(lì)機(jī)制�。� 參考：《華中師范大學(xué)》2014年碩士論文

【摘要】：公務(wù)員,作為政府實(shí)施管理的具體執(zhí)行者,擔(dān)負(fù)著全社會(huì)管理和提供公共服務(wù)的重任。在我國(guó),基層公務(wù)員數(shù)量占公務(wù)員總數(shù)的92%,他們?cè)趶V大基層一線行使國(guó)家賦予的管理和服務(wù)的職責(zé),直接代表著國(guó)家政府的形象。然而,目前我國(guó)基層公務(wù)員無(wú)論是在工作面貌上還是在工作效率上,群眾滿意度都較低,究其原因主要還是在于,我國(guó)基層公務(wù)員管理中缺乏完善的激勵(lì)機(jī)制,導(dǎo)致基層公務(wù)員普遍工作積極性不高、職業(yè)成就感偏低。在我國(guó)提出構(gòu)建服務(wù)型政府,建立一支廉潔、勤政公務(wù)員隊(duì)伍的政治背景下,基層公務(wù)員激勵(lì)機(jī)制亟需得到完善。因此,這項(xiàng)研究無(wú)論在理論上還是現(xiàn)實(shí)中,都具有非常重要的意義。 本文堅(jiān)持從我國(guó)的基層實(shí)情出發(fā),主要運(yùn)用文獻(xiàn)研究法,分析歸納法和系統(tǒng)研究法,理論聯(lián)系實(shí)際地對(duì)如何完善我國(guó)基層公務(wù)員激勵(lì)機(jī)制進(jìn)行了充分論證和研究。先從基層公務(wù)員激勵(lì)機(jī)制的研究背景和意義出發(fā),認(rèn)真闡述了激勵(lì)、激勵(lì)機(jī)制和基層公務(wù)員的含義,并對(duì)基層公務(wù)員的特征和激勵(lì)機(jī)制現(xiàn)狀分別進(jìn)行了總體論述。接著,找出了目前基層公務(wù)員激勵(lì)機(jī)制中存在的兩大問(wèn)題,主要是激勵(lì)方法的不當(dāng)和激勵(lì)制度建設(shè)薄弱。隨后,認(rèn)真分析了兩大問(wèn)題存在的原因,一是“以人為本”指導(dǎo)理念的缺失,二是激勵(lì)環(huán)境的制約,三是監(jiān)督約束體系的不力。最后,引用激勵(lì)理論提出了針對(duì)性的解決策略,要堅(jiān)持“以人為本,按需激勵(lì)”、“尊重差異、目標(biāo)一致”和“兼顧效率,公平第一”的三大原則,改進(jìn)激勵(lì)的方法——按照精神激勵(lì)與物質(zhì)激勵(lì)相結(jié)合,以精神激勵(lì)為主、正激勵(lì)和負(fù)激勵(lì)相結(jié)合,以正激勵(lì)為主以及短期激勵(lì)和長(zhǎng)期激勵(lì)相結(jié)合,以長(zhǎng)期激勵(lì)為主的三大激勵(lì)方法,并從薪酬、晉升、考核、獎(jiǎng)懲和培訓(xùn)五大方面來(lái)優(yōu)化激勵(lì)制度。同時(shí),從實(shí)施環(huán)境、監(jiān)督體系和系統(tǒng)協(xié)調(diào)三個(gè)方面給基層公務(wù)員激勵(lì)機(jī)制的運(yùn)行提供實(shí)施保障,才能全方位地有效發(fā)揮基層公務(wù)員激勵(lì)的作用。
[Abstract]:Civil servants, as the concrete executors of government management, shoulder the responsibility of social management and public service. In our country, the number of civil servants at the grass-roots level accounts for 92% of the total number of civil servants, and they directly represent the image of the state government by exercising the duties of management and service entrusted by the state at the grass-roots level. However, at present, the satisfaction of the masses is low in both the work appearance and the work efficiency of the civil servants at the grass-roots level in our country. The main reason lies in the lack of a perfect incentive mechanism in the management of the civil servants at the grass-roots level in our country. As a result, grass-roots civil servants generally work enthusiasm is not high, low sense of professional achievement. Under the political background of constructing a service-oriented government and establishing a clean and diligent civil service in our country, the incentive mechanism of grass-roots civil servants needs to be improved urgently. Therefore, this study is of great significance both in theory and in practice. This paper insists on the basic facts of our country, mainly applies the literature research method, analyzes the induction method and the system research method, and makes a full demonstration and research on how to perfect the incentive mechanism of the grass-roots civil servants in our country. Starting from the background and significance of the research on the incentive mechanism of grass-roots civil servants, this paper expounds the meaning of incentive mechanism, incentive mechanism and grass-roots civil servants, and discusses the characteristics of grass-roots civil servants and the present situation of incentive mechanism respectively. Then, the paper finds out the two major problems in the incentive mechanism of grass-roots civil servants, mainly the improper incentive methods and weak incentive system construction. Then, the author analyzes the reasons of the two problems, one is the lack of "people-oriented" guiding concept, the other is the restriction of incentive environment, and the third is the ineffectiveness of supervision and restraint system. Finally, citing the incentive theory, the paper puts forward the corresponding solutions, which should adhere to the three principles of "people-oriented, on-demand motivation", "respecting differences, consistent goals" and "giving consideration to efficiency and fairness first". According to the combination of spiritual incentive and material incentive, the combination of spiritual incentive, positive incentive and negative incentive, positive incentive and short-term incentive and long-term incentive, the method of improving incentive is based on the combination of spiritual incentive and material incentive, the combination of positive incentive and negative incentive, and the combination of short-term incentive and long-term incentive. This paper introduces three incentive methods based on long-term motivation, and optimizes the incentive system from five aspects: salary, promotion, examination, reward and punishment, and training. At the same time, from the implementation environment, supervision system and system coordination to provide the implementation of the grass-roots civil servants incentive mechanism to provide implementation protection, in order to give full play to the role of grass-roots civil servants incentive.
【學(xué)位授予單位】：華中師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：D630.3

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