本文選題：激勵(lì)機(jī)制　切入點(diǎn)：激勵(lì)機(jī)制創(chuàng)新　出處：《吉林大學(xué)》2017年碩士論文

【摘要】：隨著我國(guó)經(jīng)濟(jì)的不斷發(fā)展,國(guó)內(nèi)的不同規(guī)模的企業(yè)如同雨后春筍般出現(xiàn)在市場(chǎng)上,隨之而來(lái)的是愈加激烈的市場(chǎng)競(jìng)爭(zhēng),再加上經(jīng)濟(jì)全球化的影響,企業(yè)核心競(jìng)爭(zhēng)力的提高成為了在市場(chǎng)中生存的關(guān)鍵。企業(yè)的核心競(jìng)爭(zhēng)力不僅包括自身產(chǎn)品或服務(wù)的質(zhì)量,更重要的是人才隊(duì)伍的管理。不管是企業(yè)的日常運(yùn)營(yíng)還是企業(yè)的管理者,其任務(wù)承載者都是人。企業(yè)只有運(yùn)用科學(xué)的激勵(lì)機(jī)制來(lái)激發(fā)員工在工作中發(fā)揮聰明才智和綜合能力,才能為整個(gè)企業(yè)帶來(lái)活力,從而提升經(jīng)營(yíng)管理水平,提高市場(chǎng)競(jìng)爭(zhēng)力。目前,國(guó)內(nèi)的企業(yè)管理水平不斷提高,對(duì)人才的培養(yǎng)和激勵(lì)也越來(lái)越重視。但是,由于我國(guó)在這方面的思想觀念長(zhǎng)期落后,在員工的激勵(lì)機(jī)制上還存在著大量的不足,而且這也明顯影響了我國(guó)的大小企業(yè)的快速發(fā)展。所以,優(yōu)化激勵(lì)機(jī)制,提高管理水平,激發(fā)員工的最大潛能來(lái)應(yīng)用到工作當(dāng)中的理論與實(shí)踐已經(jīng)刻不容緩。本論文共分為五章,主要內(nèi)容如下:第一章,緒論。介紹了本文的選題背景及研究目的與意義,針對(duì)激勵(lì)的相關(guān)研究對(duì)國(guó)內(nèi)外文獻(xiàn)進(jìn)行梳理綜述,并確定了本論文的研究?jī)?nèi)容與方法。第二章,激勵(lì)的相關(guān)理論。首先對(duì)激勵(lì)的基本概念、目的進(jìn)行了闡述;其次通過(guò)企業(yè)文化激勵(lì)法、物質(zhì)激勵(lì)法、培訓(xùn)激勵(lì)法、職業(yè)發(fā)展激勵(lì)法、公平激勵(lì)法、目標(biāo)激勵(lì)法詳細(xì)說(shuō)明了激勵(lì)的具體方式。第三章,對(duì)BK公司的激勵(lì)現(xiàn)狀進(jìn)行深刻分析。從BK公司激勵(lì)的現(xiàn)狀出發(fā),分析了BK公司存在的主要問題。獎(jiǎng)金分配以及福利制度不合理、員工晉升不合理、缺乏企業(yè)文化建設(shè)、教育培訓(xùn)不到位;并分析了存在問題的原因:薪酬制度缺乏科學(xué)性、缺乏職業(yè)生涯規(guī)劃、企業(yè)文化不健全和企業(yè)文化建設(shè)缺失、對(duì)員工培訓(xùn)開發(fā)重視和投入不夠。第四章,BK公司激勵(lì)機(jī)制設(shè)計(jì)方案。通過(guò)對(duì)現(xiàn)狀研究,提出了BK公司激勵(lì)方案的設(shè)計(jì)原則并對(duì)該企業(yè)員工激勵(lì)內(nèi)容進(jìn)行設(shè)計(jì)構(gòu)建。以BK公司的基層員工激勵(lì)方案為例,設(shè)計(jì)了BK基層員工完整的激勵(lì)方案,主要有六個(gè)方面的內(nèi)容:一是績(jī)效考核體系的建立;二是基層員工薪酬福利體系的建立;三是優(yōu)化了職業(yè)發(fā)展的激勵(lì)方案;四是優(yōu)化了企業(yè)文化激勵(lì)方案;五是詳細(xì)了企業(yè)培訓(xùn)的激勵(lì)方案;六是設(shè)計(jì)了勞動(dòng)競(jìng)賽激勵(lì)方案。第五章,BK公司激勵(lì)方案在執(zhí)行中應(yīng)注意的問題。主要提出了四個(gè)方面應(yīng)注意的問題:第一是需要企業(yè)各類人員的支持保障;第二是需要提高激勵(lì)機(jī)制執(zhí)行力度;第三是需要增加有效溝通;第四是不斷總結(jié)完善。
[Abstract]:With the continuous development of China's economy, domestic enterprises of different sizes appear in the market like bamboo shoots, followed by increasingly fierce market competition, coupled with the impact of economic globalization. The improvement of the core competence of the enterprise has become the key to survive in the market. The core competence of the enterprise includes not only the quality of its own products or services, but also the quality of its products and services. What is more important is the management of the talent team. Whether it is the daily operation of the enterprise or the manager of the enterprise, the task bearer is the person. The enterprise can only use the scientific incentive mechanism to stimulate the employees to bring their intelligence and comprehensive ability into full play in their work. In order to bring vitality to the whole enterprise, so as to improve the level of management and market competitiveness. At present, the management level of domestic enterprises is constantly improved, and more and more attention is paid to the cultivation and encouragement of talents. However, Because our country's ideology in this respect has lagged behind for a long time, there are still a lot of deficiencies in the incentive mechanism of employees, and this has obviously affected the rapid development of large and small enterprises in our country. Therefore, we should optimize the incentive mechanism and improve the management level. It is urgent to apply the theory and practice of stimulating the maximum potential of the staff to the work. This paper is divided into five chapters, the main contents are as follows: chapter 1, introduction. Introduces the background, research purpose and significance of this paper. According to the related research of incentive, this paper summarizes the domestic and foreign literature, and determines the research contents and methods of this paper. Chapter two, the related theory of incentive. First, the basic concept and purpose of incentive are expounded. Secondly, through the corporate culture incentive method, the material incentive method, the training incentive method, the career development incentive method, the fair incentive method, the goal incentive method has explained the concrete way of the incentive in detail. This paper makes a profound analysis of the incentive situation of BK Company. Based on the present situation of BK Company, it analyzes the main problems existing in BK Company. The bonus distribution and welfare system are unreasonable, the promotion of employees is unreasonable, and the construction of corporate culture is lacking. Education and training are not in place, and the reasons for these problems are analyzed: lack of scientific salary system, lack of career planning, imperfect corporate culture and lack of corporate culture construction. The fourth chapter is the incentive mechanism design scheme of BK Company. This paper puts forward the design principle of the incentive scheme of BK Company and designs and constructs the incentive content of the employee. Taking the incentive scheme of the basic level employee of BK Company as an example, a complete incentive scheme for the basic employee of BK Company is designed. There are six main contents: first, the establishment of performance appraisal system; second, the establishment of grass-roots employee compensation and welfare system; third, the optimization of career development incentive scheme; fourth, the optimization of corporate culture incentive scheme; Fifthly, the incentive scheme of enterprise training is detailed. The fifth chapter points out the problems that should be paid attention to in the implementation of the incentive scheme of BK Company. It mainly puts forward four problems that should be paid attention to: first, it needs the support of all kinds of personnel in the enterprise; The second is the need to improve the implementation of incentive mechanisms; the third is to increase effective communication; the fourth is to constantly summarize and improve.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F426.82

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