項目驅(qū)動下的BZ電力公司員工激勵方案研究
發(fā)布時間：2018-08-26 08:03
【摘要】：目前的電力工程市場競爭激烈,企業(yè)必須不斷提高內(nèi)部的核心競爭力,才能獲得成功。而企業(yè)中的人才則作為企業(yè)競爭力核心的主要組成部分,對企業(yè)的成功起著舉足輕重作用。要想發(fā)揮人才的作用,企業(yè)必需做好人力資源合理配置以及員工激勵�，F(xiàn)有文獻對于員工激勵的研究十分豐富,但是在電力行業(yè)中針對項目驅(qū)動型企業(yè)的員工激勵問題研究較少。因此,本文從分析項目驅(qū)動型企業(yè)員工激勵管理現(xiàn)狀入手,以BZ電力公司為例子,對這家企業(yè)所面臨的員工工作積極性不高等原因進行了分析。該企業(yè)的員工積極性不高的原因主要表現(xiàn)在以下幾個方面:1.激勵方式無差異,不能滿足項目組內(nèi)不同員工需求;2.績效考核不規(guī)范,考核標準缺少科學性和標準性;3.精神激勵不健全,工程項目一次性的特點讓員工缺乏歸屬感,團隊默契較差;4.激勵時機不恰當,項目是動態(tài)的,但是激勵手段靜態(tài),所以忽視了激勵員工的最佳時機。這些激勵上的問題對BZ電力公司的生產(chǎn)效率、員工工作積極性以及團隊的凝聚力帶來了不少的負面影響。為了解決這些問題,筆者借鑒成功企業(yè)在員工激勵方面的經(jīng)驗,提出了適合BZ公司這種項目驅(qū)動型企業(yè)的員工激勵方案與激勵方案。筆者認為必須改革BZ公司電力工程項目管理中員工的激勵方案,才能全面調(diào)動員工工作積極性、提高工作效率、適應市場競爭。論文首先采取問卷調(diào)查法分析BZ電力公司在人員激勵方面所面臨的問題。明確了這些問題以后,經(jīng)過查閱國內(nèi)外專家對項目管理和員工激勵等相關(guān)理論研究成果,并結(jié)合BZ電力公司員工激勵的現(xiàn)狀,提出了一套符合其項目驅(qū)動型企業(yè)特征的員工激勵方案。該方案從物質(zhì)激勵(獎金、福利、考核手段)、精神激勵(榮譽、職業(yè)發(fā)展、職業(yè)培訓、團隊文化建設(shè)等)提出了適應于BZ電力公司這種項目驅(qū)動型企業(yè)的員工激勵方案。同時,筆者也將員工分為項目經(jīng)理(項目團隊領(lǐng)導層)、知識型員工以及普通員工這三類,為不同的員工設(shè)計了不同的激勵方案,從而有針對性地激勵員工的工作積極性。
[Abstract]:The current electric power engineering market competition is fierce, the enterprise must unceasingly raise the internal core competition ability, can obtain the success. As the core of enterprise competitiveness, talents play an important role in the success of enterprises. In order to play the role of talents, enterprises must do a good job in the rational allocation of human resources and staff incentives. The existing literature is very rich in the research of employee motivation, but in the electric power industry, there is little research on employee incentive for project-driven enterprises. Therefore, starting with the analysis of the current situation of staff incentive management in project-driven enterprises, taking BZ Power Company as an example, this paper analyzes the reasons why the employees' enthusiasm is not high in this enterprise. The company's employees are not motivated by the main reasons for the following aspects of the following: 1. There is no difference in motivation, which can not meet the needs of different employees in the project team. The performance appraisal is not standard, the appraisal standard lacks the scientific nature and the standard nature. The mental motivation is not perfect, the engineering project one-time characteristic causes the staff to lack the sense of belonging, the team tacit understanding is poor 4. The incentive timing is inappropriate, the project is dynamic, but the incentives are static, so the best time to motivate employees is ignored. These incentive problems have had a lot of negative effects on BZ's productivity, employee motivation and team cohesion. In order to solve these problems, the author draws lessons from the experience of successful enterprises in employee incentive, and puts forward the employee incentive scheme and incentive scheme suitable for BZ company. The author thinks that it is necessary to reform the incentive scheme of the staff in the electric power engineering project management of BZ Company, in order to fully arouse the enthusiasm of the staff, improve the work efficiency and adapt to the market competition. Firstly, the paper analyzes the problem of BZ electric power company in the aspect of staff incentive by means of questionnaire survey. After clarifying these problems, after consulting the domestic and foreign experts on project management and employee incentive and other related theoretical research results, and combined with the current situation of BZ electric power company employee incentive, In this paper, a set of employee incentive scheme according with the characteristics of project-driven enterprises is proposed. From the material incentive (bonus, welfare, examination means), spiritual incentive (honor, career development, vocational training, team culture construction, etc.), this paper proposes an employee incentive scheme suitable for the project-driven enterprise of BZ power company. At the same time, the author also divides the staff into three categories: project manager (project team leadership), knowledge workers and ordinary employees, and designs different incentive schemes for different employees, thus motivating employees to work actively.
【學位授予單位】：電子科技大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F426.61;F272.92
本文編號：2204238
[Abstract]:The current electric power engineering market competition is fierce, the enterprise must unceasingly raise the internal core competition ability, can obtain the success. As the core of enterprise competitiveness, talents play an important role in the success of enterprises. In order to play the role of talents, enterprises must do a good job in the rational allocation of human resources and staff incentives. The existing literature is very rich in the research of employee motivation, but in the electric power industry, there is little research on employee incentive for project-driven enterprises. Therefore, starting with the analysis of the current situation of staff incentive management in project-driven enterprises, taking BZ Power Company as an example, this paper analyzes the reasons why the employees' enthusiasm is not high in this enterprise. The company's employees are not motivated by the main reasons for the following aspects of the following: 1. There is no difference in motivation, which can not meet the needs of different employees in the project team. The performance appraisal is not standard, the appraisal standard lacks the scientific nature and the standard nature. The mental motivation is not perfect, the engineering project one-time characteristic causes the staff to lack the sense of belonging, the team tacit understanding is poor 4. The incentive timing is inappropriate, the project is dynamic, but the incentives are static, so the best time to motivate employees is ignored. These incentive problems have had a lot of negative effects on BZ's productivity, employee motivation and team cohesion. In order to solve these problems, the author draws lessons from the experience of successful enterprises in employee incentive, and puts forward the employee incentive scheme and incentive scheme suitable for BZ company. The author thinks that it is necessary to reform the incentive scheme of the staff in the electric power engineering project management of BZ Company, in order to fully arouse the enthusiasm of the staff, improve the work efficiency and adapt to the market competition. Firstly, the paper analyzes the problem of BZ electric power company in the aspect of staff incentive by means of questionnaire survey. After clarifying these problems, after consulting the domestic and foreign experts on project management and employee incentive and other related theoretical research results, and combined with the current situation of BZ electric power company employee incentive, In this paper, a set of employee incentive scheme according with the characteristics of project-driven enterprises is proposed. From the material incentive (bonus, welfare, examination means), spiritual incentive (honor, career development, vocational training, team culture construction, etc.), this paper proposes an employee incentive scheme suitable for the project-driven enterprise of BZ power company. At the same time, the author also divides the staff into three categories: project manager (project team leadership), knowledge workers and ordinary employees, and designs different incentive schemes for different employees, thus motivating employees to work actively.
【學位授予單位】：電子科技大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F426.61;F272.92
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