本文選題：激勵(lì)機(jī)制 + 汽車裝備　； 參考：《廣東外語(yǔ)外貿(mào)大學(xué)》2016年碩士論文

【摘要】：在工業(yè)4.0的大環(huán)境下,越來(lái)越多的企業(yè)逐漸從制造業(yè)向智能化轉(zhuǎn)型,明珞裝備作為中國(guó)華南區(qū)最強(qiáng)的汽車裝備民營(yíng)企業(yè)能否順利轉(zhuǎn)型升級(jí),企業(yè)人才是實(shí)現(xiàn)企業(yè)轉(zhuǎn)型的關(guān)鍵,而企業(yè)人才最核心的又是技術(shù)人才。明珞裝備從2008年創(chuàng)建時(shí)期的8人,發(fā)展到今天五百多人,銷售額從最初的幾十萬(wàn)元到現(xiàn)在的6億多元,如果技術(shù)人才的才能無(wú)法跟上集團(tuán)快速發(fā)展的步伐,那么明珞裝備要打造成百億級(jí)的國(guó)內(nèi)最強(qiáng)的汽車裝備行業(yè)龍頭老大也只能望洋興嘆。怎樣通過(guò)激勵(lì)的方式穩(wěn)定公司技術(shù)人員以及怎樣將這些技術(shù)人員的才能最大化的發(fā)揮出來(lái)是明珞裝備人力資源部需要解決的一個(gè)難題.本文共由六章組成,第一章為緒論,介紹了研究的背景和意義、研究?jī)?nèi)容等;第二章是關(guān)于激勵(lì)理論的相關(guān)理論概述;第三章介紹了明珞裝備和明珞裝備技術(shù)人員的特點(diǎn),明珞技術(shù)人員占企業(yè)員工總?cè)藬?shù)的55%,平均年齡29.3歲,平均工作經(jīng)驗(yàn)6年,歷年技術(shù)人員平均離職率達(dá)20%。63%的技術(shù)人員具有大學(xué)本科學(xué)歷,他們受過(guò)系統(tǒng)的專業(yè)教育,掌握著一定的專業(yè)知識(shí)和技能,由于受教育水平較高的緣故,個(gè)人素質(zhì)高,傳統(tǒng)組織層級(jí)中的職位權(quán)威對(duì)他們往往不具有絕對(duì)的控制力和約束力。而公司又是項(xiàng)目型的公司,技術(shù)人員長(zhǎng)期需要在客戶現(xiàn)場(chǎng)解決問(wèn)題,現(xiàn)場(chǎng)壓力比較大,完全需要技術(shù)人員獨(dú)立解決現(xiàn)場(chǎng)出現(xiàn)的各種問(wèn)題,所以傳統(tǒng)的激勵(lì)方式對(duì)他們也逐漸失去吸引力。通過(guò)從薪酬分配體系、晉升機(jī)制、領(lǐng)導(dǎo)認(rèn)可、企業(yè)文化、獎(jiǎng)金及授權(quán)、績(jī)效考核六個(gè)維度進(jìn)行滿意度問(wèn)卷調(diào)查法分析,得出技術(shù)人員在薪酬分配體系、晉升機(jī)制、獎(jiǎng)金及授權(quán)、績(jī)效考核滿意度只有6(最高分值為10),通過(guò)方差分析分析現(xiàn)有的激勵(lì)制度存的局限性以及造成這些局限性的原因;第五章通過(guò)前期的分析,結(jié)合公司技術(shù)人員特點(diǎn),設(shè)計(jì)適應(yīng)公司戰(zhàn)略的激勵(lì)機(jī)制以及優(yōu)化策略,比如非管理崗位技術(shù)人員的晉升機(jī)制、股權(quán)分紅機(jī)制、更多授權(quán)激發(fā)員工的自主性與創(chuàng)造性、按需設(shè)置彈性的激勵(lì)制度、建立基于崗位勝任力模型的員工個(gè)人發(fā)展體系;第六章介紹實(shí)行新激勵(lì)機(jī)制與措施所遇到的挑戰(zhàn)。通過(guò)這一系列的激勵(lì)制度落實(shí),公司2016年技術(shù)人員離職率降到12%,營(yíng)業(yè)額提升到9.6億元。
[Abstract]:In the environment of industry 4.0, more and more enterprises are gradually transforming from manufacturing industry to intelligence. Minluo equipment, as the strongest private enterprise of automobile equipment in South China, can be transformed and upgraded smoothly, and enterprise talents are the key to realize the transformation of enterprises. But the enterprise talented person most core is the technical talented person again. Ming Luo equipment has grown from eight people in the period of its founding in 2008 to more than 500 people today, with sales from the initial several hundred thousand yuan to 600 million yuan now. If the talent of technical personnel cannot keep up with the rapid development of the group, Then Ming-Luo equipment to build into a 10 billion level of the strongest domestic automotive equipment industry leader can only sigh. How to stabilize the technicians and how to maximize the talents of these technicians is a difficult problem for Minro equipment Human Resources Department to solve. This paper is composed of six chapters, the first chapter is the introduction, which introduces the background and significance of the research, the research content and so on; the second chapter is an overview of the relevant theories about incentive theory; the third chapter introduces the characteristics of Ming Luo equipment and Ming Luo equipment technicians. Ming Luo technicians account for 55% of the total number of employees in the enterprise. The average age is 29.3 years, and the average working experience is six years. The technical personnel with an average turnover rate of 20.63% over the years have a university degree, and they have a systematic professional education. Master certain professional knowledge and skills, because of the higher education level, the personal quality is high, the position authority in the traditional organization level often does not have the absolute control and the binding force to them. The company is also a project-based company, and technical personnel need to solve problems on the spot of customers for a long time. The pressure on the spot is relatively high, and it is completely necessary for technical personnel to solve all kinds of problems that appear on the spot independently. Therefore, the traditional incentives for them are gradually losing their appeal. Through the analysis of satisfaction questionnaire from six dimensions of salary distribution system, promotion mechanism, leadership recognition, corporate culture, bonus and authorization, and performance appraisal, it is concluded that the technical personnel in the salary distribution system, the promotion mechanism, the bonus and the authorization, the technical personnel in the salary distribution system, the promotion mechanism, the bonus and the authorization. Performance appraisal satisfaction is only 6 (the highest score is 10), through variance analysis of the limitations of the existing incentive system and the causes of these limitations; chapter five through the previous analysis, combined with the characteristics of the company's technical personnel, Design incentive mechanism and optimization strategy to adapt to company strategy, such as promotion mechanism of technical personnel in non-managerial position, equity dividend mechanism, more authorization to stimulate the autonomy and creativity of employees, and set up flexible incentive system on demand. The sixth chapter introduces the challenge of implementing the new incentive mechanism and measures. Through the implementation of this series of incentives, the company's technical staff turnover rate dropped to 12 in 2016, and turnover increased to 960 million yuan.
【學(xué)位授予單位】：廣東外語(yǔ)外貿(mào)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2016
【分類號(hào)】：F272.92

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本文編號(hào)：2040691