本文選題：ST公司　切入點(diǎn)：員工敬業(yè)度　出處：《山東大學(xué)》2016年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：在當(dāng)今社會(huì),人力資源已經(jīng)成為了企業(yè)最為寶貴的資源,企業(yè)間的競(jìng)爭(zhēng)越來(lái)越多的體現(xiàn)在人才的競(jìng)爭(zhēng)上。人才管理的重要目標(biāo)之一是讓員工敬業(yè),因?yàn)榫礃I(yè)的員工會(huì)為企業(yè)帶來(lái)高績(jī)效,敬業(yè)度已經(jīng)成為了衡量企業(yè)人力資源管理狀況的重要指標(biāo)。ST公司是一家中德合資企業(yè),生產(chǎn)電力變壓器。在嚴(yán)峻的市場(chǎng)壓力下,企業(yè)訂單驟減,管理層提出了變以致遠(yuǎn)的愿景,以及要做客戶(hù)滿(mǎn)意的合作伙伴,成為行業(yè)內(nèi)最受尊敬的雇主,持續(xù)為客戶(hù)提供創(chuàng)新解決方案,實(shí)現(xiàn)公司銷(xiāo)售額與利潤(rùn)的快速增長(zhǎng)的戰(zhàn)略目標(biāo)。ST公司人力資源也提出了要建立一支高素質(zhì)、高度團(tuán)結(jié)的隊(duì)伍,同時(shí)打造高績(jī)效的企業(yè)文化這一發(fā)展目標(biāo)。應(yīng)對(duì)競(jìng)爭(zhēng),企業(yè)采取了一系列改進(jìn)措施,重拳出擊下,公司的訂單開(kāi)始復(fù)蘇,局面開(kāi)始好轉(zhuǎn),但是企業(yè)內(nèi)部也開(kāi)始出現(xiàn)了人才流失、產(chǎn)品質(zhì)量等問(wèn)題。為了準(zhǔn)確了解公司敬業(yè)度現(xiàn)狀,在學(xué)者與咨詢(xún)機(jī)構(gòu)關(guān)于敬業(yè)度的理論指導(dǎo)下,本文對(duì)全體員工進(jìn)行了敬業(yè)度的調(diào)查。針對(duì)調(diào)查中聚焦的問(wèn)題,本文結(jié)合公司發(fā)展戰(zhàn)略與人力資源發(fā)展目標(biāo),制定出了切實(shí)可行的敬業(yè)度提升對(duì)策,對(duì)提高ST公司員工個(gè)人績(jī)效與組織績(jī)效產(chǎn)生了積極的影響。提升企業(yè)的績(jī)效,這也正是本文研究的目的所在。本文的研究背景為中國(guó)電力變壓器行業(yè)發(fā)展的成熟期。此時(shí),市場(chǎng)上已呈現(xiàn)外資企業(yè)、國(guó)資企業(yè)(包括國(guó)資控股企業(yè))與民營(yíng)企業(yè)的三足鼎立之勢(shì),行業(yè)競(jìng)爭(zhēng)壓力巨大。本文的研究豐富了關(guān)于員工敬業(yè)度問(wèn)題的實(shí)證研究,有助于提升ST公司個(gè)人業(yè)績(jī)與整體業(yè)績(jī),同時(shí)為電力變壓器行業(yè)的其他公司提供案例借鑒。本文主要采取了文獻(xiàn)研究法、問(wèn)卷調(diào)查法與訪談的方法。在研究伊始,通過(guò)網(wǎng)絡(luò)資源和線下資源查閱大量資料和文獻(xiàn),研究了關(guān)于員工敬業(yè)度概念、結(jié)構(gòu)維度以及敬業(yè)度作用機(jī)制等相關(guān)理論知識(shí),做為本文的理論支撐,在此基礎(chǔ)上制定了適合于本企業(yè)實(shí)際情況的員工敬業(yè)度調(diào)查問(wèn)卷,并以問(wèn)卷加訪談的形式采訪了各層級(jí)的員工,了解員工敬業(yè)度現(xiàn)狀以及影響員工敬業(yè)度的因素,為下一步制定員工敬業(yè)度提升對(duì)策提供了依據(jù)。在研究敬業(yè)度提升對(duì)策時(shí),以研討會(huì)訪談和電話訪談的形式采訪了公司管理者與集團(tuán)人力資源專(zhuān)家,獲得了寶貴的指導(dǎo)意見(jiàn)。本文的基本結(jié)論為：?jiǎn)T工敬業(yè)度受組織因素、工作因素與個(gè)人因素影響,針對(duì)調(diào)查結(jié)果、企業(yè)發(fā)展戰(zhàn)略及人力資源發(fā)展目標(biāo),建議從薪酬、藍(lán)領(lǐng)員工職業(yè)發(fā)展與靈活的工作制度三項(xiàng)對(duì)策上改變影響敬業(yè)度的因素,對(duì)員工的工作投入、組織認(rèn)同與發(fā)展追隨程度產(chǎn)生積極的影響,從而改善員工的個(gè)人績(jī)效與組織的整體績(jī)效。薪酬管理工作是企業(yè)戰(zhàn)略的支撐力,是人力資源管理戰(zhàn)略的直接延伸。薪酬策略應(yīng)隨著企業(yè)戰(zhàn)略的變化而改變。員工的職業(yè)發(fā)展規(guī)劃能夠讓員工承擔(dān)更重要的責(zé)任,獲得更廣闊的職業(yè)發(fā)展空間,提高員工的工作積極性和主動(dòng)性,增強(qiáng)工作進(jìn)取心和責(zé)任心,使個(gè)人利益與企業(yè)利益實(shí)現(xiàn)共贏。靈活的工作制度,帶給員工更多的信任感與自由感,順應(yīng)了員工的心理需要,使員工有更靈活的時(shí)間來(lái)處理私人的事務(wù),滿(mǎn)足了員工工作與生活的平衡需求,使員工“自我管理”的意識(shí)得到尊重,將激發(fā)員工對(duì)企業(yè)的忠誠(chéng)度和與任感,從而提高工作效率,回報(bào)企業(yè)。本文的主要?jiǎng)?chuàng)新點(diǎn)為設(shè)計(jì)符合生產(chǎn)型企業(yè)實(shí)際情況的員工敬業(yè)度調(diào)查方式并制定ST公司切實(shí)可行性的敬業(yè)度提升方案,有益于對(duì)敬業(yè)度做進(jìn)一步的研究與探討。
[Abstract]:In today's society, human resources has become the most valuable resource, reflect more and more competition among enterprises in the talent competition. One of the important goal of talent management is to allow employees to work, because the dedicated staff will bring high performance for the enterprise, engagement has become an important indicator of the.ST company to measure human resource management of state enterprises is a Sino German joint venture, the production of power transformer. In the severe market pressures, corporate orders plummeted, management is put forward to reach the vision, and make customers satisfactory partner, to become the industry's most respected employers continue to provide innovative solutions for customers. To achieve rapid growth in sales and profits of the strategic goal of.ST company human resources have also proposed the establishment of a high-quality, high degree of team unity, and build a high performance enterprise culture This is a development goal. To deal with the competition, the enterprise has taken a series of measures, under heavy attack, the company's orders began to recover, the situation began to improve, but the enterprise also began to appear in the brain drain, product quality and other issues. In order to accurately understand the engagement in the status quo, scholars and consulting institutions about the engagement theory next, this paper conducted a survey of engagement for all employees. In the investigation focus on problems, combined with the company's development strategy and human resource development objectives, formulate feasible countermeasures to raise the engagement, had a positive effect on improving employee performance and organizational performance of ST company. To enhance corporate performance, this it is also the purpose of this paper. The research background of this paper is the development of mature China power transformer industry. At this time, foreign enterprises have been present on the market, state-owned enterprises (including The state-owned enterprises and private enterprises) a situation of tripartite confrontation situation, industry competition pressure is huge. This study enriches the empirical research on employee engagement problems, help to improve individual performance and overall performance of ST company, and other companies for the power transformer industry to provide reference. This paper mainly adopts the literature research method. The method of questionnaire and interview. At the beginning of the study, through the resources of cyber source and offline access to large amounts of data and literature, the research on the concept of employee engagement, structure dimension and engagement mechanism and other relevant theoretical knowledge, as a support of this theory, on the basis of the development of suitable for the actual situation of the enterprise employee engagement survey questionnaire, and the questionnaire and interviews in the form of interviews with people at all levels, to understand the status of employee engagement and influence factors of employee engagement, For the next step to develop strategies to improve employee engagement to provide the basis. In the study of countermeasures to raise the engagement, the seminar interviews and telephone interviews in the form of interviews with company managers and HR experts, obtained valuable guidance. The conclusion is that the employee engagement by the organizational factors, influence and individual factors, according to the survey results, the enterprise development strategy and human resource development objectives, suggestions from the salary, blue collar workers occupation development and flexible working system of three countermeasures on changing factors of employee engagement and job involvement have a positive impact on organizational identification and follow the development degree, so as to improve the overall performance individual performance and organization staff. Support the salary management is the enterprise strategy, is a direct extension of strategic human resource management. Compensation strategy with business strategy Changes. Occupation development planning staff to allow employees to assume more responsibility for occupation wider development space, improve the staff's working enthusiasm and initiative, enhance the work of enterprising spirit and sense of responsibility, make the personal interests and the interests of enterprises to achieve a win-win situation. The flexible work system, give the employees more a sense of trust and sense of freedom, conforms to the psychological needs of employees, so that employees have a more flexible time to deal with personal affairs, to meet the needs of employees balance work and life, so that employees of "self management" consciousness to be respected, will inspire the employee's loyalty and responsibility, so as to improve the working efficiency the return of enterprises. The engagement of lifting scheme, the main innovation of this paper is designed in accordance with the actual situation of enterprise employee engagement survey methods and make ST feasible, beneficial to the dedication Degrees do further research and discussion.

【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2016
【分類(lèi)號(hào)】：F272.92;F426.61

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