本文選題：員工滿意度 + 員工激勵(lì)　； 參考：《蘭州大學(xué)》2013年碩士論文

【摘要】：隨著國(guó)內(nèi)內(nèi)燃發(fā)電設(shè)備市場(chǎng)準(zhǔn)入門檻的降低,大量民營(yíng)資本蜂擁而至,出現(xiàn)了許多內(nèi)燃發(fā)電設(shè)備的民營(yíng)企業(yè),他們依靠靈活的機(jī)制、低廉的成本,逐步在移動(dòng)電站和低噪聲電站領(lǐng)域取得了很大的進(jìn)步,改變了內(nèi)燃發(fā)電設(shè)備中高端市場(chǎng)的格局,并搶占了該領(lǐng)域LDS公司一定的市場(chǎng)份額,對(duì)LDS公司造成了較大沖擊。同時(shí)國(guó)內(nèi)的外資獨(dú)資、合資企業(yè)以其技術(shù)優(yōu)勢(shì)和管理優(yōu)勢(shì)占據(jù)行業(yè)最前沿,因此內(nèi)燃發(fā)電設(shè)備行業(yè)的中高端市場(chǎng)競(jìng)爭(zhēng)日趨激烈,客戶的議價(jià)能力逐漸增強(qiáng),使產(chǎn)品價(jià)格處于逐步降低的趨勢(shì),但隨著社會(huì)經(jīng)濟(jì)的發(fā)展、物價(jià)水平的提高、原材料價(jià)格的不斷上漲,產(chǎn)品的成本處于上升趨勢(shì),使產(chǎn)品的利潤(rùn)空間大幅壓縮,LDS公司面臨嚴(yán)峻的市場(chǎng)挑戰(zhàn)。 LDS公司根據(jù)所屬集團(tuán)公司發(fā)展戰(zhàn)略規(guī)劃,與ZG電器院實(shí)施了戰(zhàn)略重組,重組后,由ZG電器院全額收購(gòu)LDS公司所有股東的股份,使LDS公司由含職工占40%股份在內(nèi)的四個(gè)股東組成的多元投資為主體的科技型企業(yè),轉(zhuǎn)變?yōu)閆G電器院占100%股權(quán)的全資國(guó)有子公司,公司股權(quán)結(jié)構(gòu)的變化,使原本股權(quán)的激勵(lì)效應(yīng)消失,不利于調(diào)動(dòng)員工的工作積極性和主動(dòng)性,同時(shí)公司的重組工作,對(duì)公司內(nèi)部管理和對(duì)員工思想都造成較大的沖擊和波動(dòng),不利于員工穩(wěn)定性。 本論文是在上述背景下,從研究LDS公司激勵(lì)策略的角度出發(fā),通過(guò)設(shè)計(jì)員工滿意度調(diào)查問(wèn)卷,并對(duì)調(diào)查問(wèn)卷結(jié)果進(jìn)行實(shí)證分析,以及采取文獻(xiàn)研究和員工訪談等,在基于公司員工滿意度調(diào)查研究的基礎(chǔ)上,分析和研究人力資源及激勵(lì)機(jī)制現(xiàn)狀和問(wèn)題,探尋LDS公司人力資源管理方面存在的不足,以期改善LDS公司的人力資源激勵(lì)策略。 在調(diào)查研究基礎(chǔ)上,運(yùn)用管理學(xué)相關(guān)理論,通過(guò)對(duì)LDS公司的人力資源管理在健全激勵(lì)機(jī)制、改進(jìn)薪酬體系、建立職業(yè)生涯管理、強(qiáng)化培訓(xùn)管理、有效授權(quán)策略、改善文化和環(huán)境激勵(lì)策略等方面,進(jìn)行激勵(lì)策略優(yōu)化設(shè)計(jì),提出解決方案,力求改善LDS公司人力資源現(xiàn)狀、提高員工滿意度,打造符合公司發(fā)展戰(zhàn)略需求的核心人才隊(duì)伍,對(duì)提升公司人力資源管理水平和公司的市場(chǎng)競(jìng)爭(zhēng)力有所幫助。同時(shí)可為發(fā)展過(guò)程相似的其他轉(zhuǎn)制科研院所提供借鑒,促進(jìn)其發(fā)展。
[Abstract]:With the reduction of the domestic market access threshold for internal combustion power generation equipment, a large number of private capital have come in, and many private enterprises have appeared in the internal combustion power generation equipment. They have made great progress in the fields of mobile power stations and low noise power stations by flexible mechanism and low cost, and have changed the high-end market of internal combustion equipment. The pattern has taken up a certain market share of LDS company in this field, which has caused a great impact on the LDS company. At the same time, the domestic foreign capital is wholly owned. The joint venture occupies the forefront of the industry with its technical advantages and management advantages. Therefore, the high and middle market competition in the internal combustion generating equipment industry is becoming fiercer, and the customer's bargaining power is gradually enhanced to make the product The price is gradually decreasing, but with the development of the society and economy, the increase of the price level, the rising of the raw material price and the rising trend of the cost of the product, the profit space of the product is greatly compressed, and the LDS company is facing a severe market challenge.
According to the development strategic plan of the affiliated group company, LDS company has implemented a strategic reorganization with ZG electrical appliance Institute. After reorganizing, the shares of all shareholders of the LDS company are acquired by the ZG electrical appliance Institute in full, so that LDS company is transformed into a science and technology enterprise consisting of four shareholders, including the 40% shares of the staff and workers, and has changed to the 100% equity of the ZG electrical appliance Institute. The change of the ownership structure of the wholly owned state-owned subsidiaries makes the incentive effect of the original equity disappearing, which is not conducive to mobilizing the enthusiasm and initiative of the employees. At the same time, the reorganization of the company has caused great impact and fluctuation to the internal management of the company and the thought of the employees, which is not conducive to the stability of the employees.
This paper is based on the study of LDS company's incentive strategy, through the design of the questionnaire of employee satisfaction, the empirical analysis of the results of the questionnaire, and the adoption of literature research and employee interviews. On the basis of the research on the employee satisfaction of the company, this paper analyzes and studies the human resources and incentive machine. The status quo and problems of LDS system are explored to explore the shortcomings of LDS human resource management in order to improve the human resources incentive strategy of the company.
On the basis of the investigation and research, by using the related theories of management science, through the improvement of the incentive mechanism, the improvement of the salary system, the establishment of the career management, the strengthening of the training management, the effective empowerment strategy and the improvement of the culture and environment incentive strategy, the incentive strategies are optimized and the solutions are put forward and the solutions are put forward to improve the LDS company's human resource management. The human resource status of good LDS company, improve the employee satisfaction and build the core talent team that meets the needs of the company's development strategy, help to improve the management level of the company's human resources and the market competitiveness of the company. At the same time, it can provide reference for other transfer scientific research institutes with similar development process and promote its development.
【學(xué)位授予單位】：蘭州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272.92;F426.4

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本文編號(hào)：2078078