【摘要】：本文以CDB寧夏分行員工為調(diào)查對象,通過問卷調(diào)查方法,對員工心理契約進行實證研究。結(jié)果顯示,CDB寧夏分行員工心理契約構(gòu)建較好,員工個人整體認識程度較高,對組織的承諾意愿整體較強,個體間差異和各項目問差異較小。主要存在問題是：員工更傾向于被動接受管理,需企業(yè)提供良好工作條件,而對于企業(yè)應(yīng)為自身職業(yè)成長負有的責(zé)任和個人基本權(quán)利關(guān)心不夠,對于能夠參與企業(yè)經(jīng)營決策的期望過低；員工對于完成基本工作的承諾意愿較高,而對于額外付出精力和工作等,意愿較低；不同特征群體(如性別、職務(wù)、年齡、學(xué)歷和工作年限等)的員工心理契約存在一定差異。另外,若企業(yè)關(guān)心員工的工作和生活,則員工對企業(yè)承諾的愿意較強；若企業(yè)不能為員工提供好的薪金福利和舒適的工作條件,則對員工承諾意愿有不利影響。 CDB寧夏分行職員心理契約現(xiàn)狀主要受員工特征、管理模式等因素影響。針對其實施員工心理契約管理提出對策建議：一是明晰企業(yè)總體目標(biāo)和經(jīng)營理念,樹立以人為本的企業(yè)文化；二是建立組織與員工良好的發(fā)展關(guān)系,搭建組織與員工充分溝通的渠道；三是注重關(guān)鍵環(huán)節(jié)與員工職務(wù)變化的影響,實行心理契約全程化管理；四是加強對員工的差異化管理,進一步完善激勵機制等手段。
[Abstract]:In this paper, CDB Ningxia Branch employees as the investigation object, through the questionnaire method, the staff psychological contract empirical study. The results show that the psychological contract of employees in Ningxia Branch of CDB is well constructed, the degree of individual cognition is higher, the commitment will to the organization is strong, the difference between individuals and items is small. The main problems are: employees tend to be more passive to accept management, need to provide good working conditions, and the company should be responsible for their own professional growth and personal basic rights concern, Low expectations for participating in business decisions; The commitment of employees to complete basic work is higher, but the willingness to pay extra energy and work is lower. Different characteristic groups (such as gender, job, age, educational background and working years) have some differences in the psychological contract of employees. In addition, if the enterprise is concerned about the work and life of the employees, the employees are more willing to commit to the enterprise; if the enterprise can not provide employees with good salary, benefits and comfortable working conditions, it will have a negative impact on the willingness to promise. CDB Ningxia Branch staff psychological contract status is mainly affected by employee characteristics, management model and other factors. Some suggestions are put forward to implement the psychological contract management of employees: first, to clarify the overall goal and management concept of the enterprise, and to establish a people-oriented enterprise culture; The second is to establish a good development relationship between the organization and the staff, to set up the channel of communication between the organization and the staff, the third is to pay attention to the influence of the key link and the change of the employee's position, and to carry out the whole process management of the psychological contract. Fourth, strengthen the differentiated management of staff, further improve the incentive mechanism and other means.
【學(xué)位授予單位】：寧夏大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：F272.92;F832.33

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本文編號：2314916