本文選題：CY供電公司 + 基層員工�。� 參考：《吉林大學(xué)》2013年碩士論文

【摘要】：CY供電公司作為國(guó)有大型企業(yè)，在當(dāng)?shù)靥幱诮^對(duì)壟斷地位，相對(duì)其他行業(yè)而言，員工工作環(huán)境穩(wěn)定，就業(yè)壓力較小，工作激情不高。而新一輪的電力改革已經(jīng)開始，公司發(fā)展方式和電網(wǎng)發(fā)展方式隨之發(fā)生變化，“智能電網(wǎng)、綠色能源、社會(huì)責(zé)任、優(yōu)質(zhì)服務(wù)”等改革措施，對(duì)員工素質(zhì)提出了更高的要求。而長(zhǎng)期以來(lái)，受傳統(tǒng)經(jīng)濟(jì)發(fā)展模式影響，CY供電公司對(duì)人力資源以及其對(duì)企業(yè)經(jīng)濟(jì)效益的影響作用缺乏研究，對(duì)人力資源的管理僅僅停留在“人事管理”上，忽視績(jī)效、激勵(lì)對(duì)員工的影響，激勵(lì)機(jī)制不夠靈活，嚴(yán)重制約了職工的積極性和創(chuàng)造性，導(dǎo)致企業(yè)效率低下。 為了更好的了解企業(yè)激勵(lì)機(jī)制現(xiàn)狀，優(yōu)化激勵(lì)策略，提升激勵(lì)水平，筆者結(jié)合馬斯洛的需求理論、赫茲伯格的雙因素理論、費(fèi)洛姆的期望理論、亞當(dāng)斯的公平理論等國(guó)際先進(jìn)的激勵(lì)理論，設(shè)計(jì)了調(diào)查問卷，篩選出當(dāng)前社會(huì)普遍關(guān)注和認(rèn)可的10項(xiàng)激勵(lì)因素，由員工對(duì)各項(xiàng)激勵(lì)因素的重要性進(jìn)行評(píng)價(jià)，，同時(shí)在問卷調(diào)查的基礎(chǔ)上，選擇不同部門和專業(yè)的員工進(jìn)行訪談，了解CY供電公司基層員工對(duì)當(dāng)前激勵(lì)機(jī)制的理解和滿意度，據(jù)此歸納出CY供電公司基層員工激勵(lì)機(jī)制存在的問題與不足。通過(guò)問卷調(diào)查和職工訪談，最終總結(jié)出CY供電公司基層員工激勵(lì)機(jī)制主要存在如下問題：薪酬制度需要完善，現(xiàn)有薪酬及獎(jiǎng)勵(lì)未能合理拉開差距，與業(yè)績(jī)之間的聯(lián)系也不明顯，對(duì)基層員工的激勵(lì)效果不強(qiáng)；基層員工培訓(xùn)制度欠缺，現(xiàn)有培訓(xùn)制度缺乏針對(duì)性，未能與崗位需要相聯(lián)系，公司培訓(xùn)對(duì)基層員工形成的激勵(lì)效果也不強(qiáng)；企業(yè)文化建設(shè)有待加強(qiáng)，對(duì)于基層員工的企業(yè)文化建設(shè)重視程度不夠。然后，根據(jù)上述問題，研究如何調(diào)動(dòng)員工的積極性、主動(dòng)性和創(chuàng)造性，建立員工需求與企業(yè)目標(biāo)一致、物質(zhì)激勵(lì)和精神激勵(lì)結(jié)合、正負(fù)激勵(lì)互補(bǔ)的員工激勵(lì)模式，設(shè)立有針對(duì)性的基層員工激勵(lì)策略：建立科學(xué)的績(jī)效考核評(píng)估體系、設(shè)立合理的薪酬和福利標(biāo)準(zhǔn)、構(gòu)建科學(xué)的職業(yè)發(fā)展規(guī)劃、完善員工人才梯隊(duì)建設(shè)、完善員工獎(jiǎng)罰激勵(lì)制度、建立規(guī)范的績(jī)效考核制度、為員工提供更多的參與空間、進(jìn)行及時(shí)恰當(dāng)?shù)膹?qiáng)化激勵(lì)，并設(shè)計(jì)了與之配套的保障措施：建立現(xiàn)代企業(yè)治理結(jié)構(gòu)、建立全方位的溝通機(jī)制和塑造優(yōu)秀的企業(yè)文化。全文對(duì)CY供電公司基層員工的激勵(lì)策略進(jìn)行了探索研究，以期能對(duì)CY供電公司激勵(lì)機(jī)制改革的實(shí)踐應(yīng)用能提供幫助。
[Abstract]:CY power supply company, as a large state-owned enterprise, is in an absolute monopoly position in local area. Compared with other industries, CY power supply company has stable working environment, low employment pressure and low working passion. But the new round of electric power reform has already begun, the company development mode and the grid development way have changed, "the smart grid, the green energy source, the social responsibility, the high quality service" and so on reform measures, has put forward the higher request to the staff quality. For a long time, under the influence of traditional economic development mode, CY power supply company has been lack of research on human resources and its impact on the economic benefits of enterprises. The management of human resources has only stayed on "personnel management" and ignored the performance. The influence of incentive on employees and the inflexibility of incentive mechanism seriously restrict the enthusiasm and creativity of employees and lead to the inefficiency of enterprises. In order to better understand the current situation of the enterprise incentive mechanism, optimize the incentive strategy and improve the incentive level, the author combines Maslow's demand theory, Herzberg's two-factor theory, pheromone's expectation theory, Adams's fair theory and other international advanced incentive theory, designed a questionnaire, screened out the current social concern and recognition of 10 incentive factors, by employees to evaluate the importance of each incentive factor, At the same time, on the basis of questionnaire survey, we select different departments and professional staff to interview to understand the understanding and satisfaction of CY power supply company grass-roots staff to the current incentive mechanism. Based on this, the problems and shortcomings of the incentive mechanism of CY power supply company are summarized. Through questionnaires and staff interviews, the main problems of incentive mechanism of CY power supply company are summarized as follows: the salary system needs to be improved, the existing salary and reward can not draw a reasonable gap, and the relationship between the salary and performance is not obvious. The incentive effect of grass-roots employees is not strong, the training system of grass-roots staff is lacking, the existing training system is lack of pertinence, and the company training does not have strong incentive effect on grass-roots employees. The construction of enterprise culture needs to be strengthened. Then, according to the above problems, we study how to mobilize the enthusiasm, initiative and creativity of employees, and establish the employee incentive model which is consistent with the goal of the enterprise, which combines material incentive with spiritual incentive, positive and negative incentives complement each other. Set up targeted grass-roots employee incentive strategy: establish scientific performance appraisal system, set up reasonable salary and welfare standard, construct scientific career development plan, perfect employee talent echelon construction, perfect employee reward and punishment incentive system, set up reasonable salary and welfare standard, perfect employee talent echelon construction, perfect employee reward and punishment incentive system. To establish a standardized performance appraisal system, to provide more space for employees to participate, to carry out timely and appropriate reinforcement of incentives, and to design corresponding safeguard measures: to establish a modern corporate governance structure, Establish a comprehensive communication mechanism and shape excellent corporate culture. In this paper, the incentive strategy of CY power supply company is studied in order to help the practical application of incentive mechanism reform in CY power supply company.
【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】：2013
【分類號(hào)】：F272.92;F426.61

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