【摘要】：組織是由許多“經(jīng)濟(jì)人”組成的,成員為了自身利益而有可能偏離組織的目標(biāo)。班組激勵(lì)是組織激勵(lì)的一種方式,本文主要研究如何激勵(lì)有著不同需要和從事著不同工作的個(gè)人努力工作,并達(dá)成有效的合作來(lái)實(shí)現(xiàn)組織的目標(biāo)。 本文主要從兩方面研究使班組員工與組織目標(biāo)相一致的方法：一種是不改變員工的目標(biāo),但通過(guò)激勵(lì)設(shè)計(jì),盡可能使員工在追求個(gè)人利益的同時(shí)增進(jìn)組織的利益；另一種是改變組織成員的個(gè)人目標(biāo),使組織成員的目標(biāo)與組織目標(biāo)達(dá)成一致。 本文首先對(duì)績(jī)效管理、激勵(lì)等相關(guān)研究進(jìn)行了文獻(xiàn)回顧。其次通過(guò)調(diào)查問(wèn)卷對(duì)銷(xiāo)售服務(wù)公司原有的“以結(jié)果為導(dǎo)向”激勵(lì)機(jī)制的效果進(jìn)行定量分析。然后對(duì)激勵(lì)機(jī)制進(jìn)行重新優(yōu)化設(shè)計(jì),提出“以過(guò)程為導(dǎo)向”的激勵(lì)機(jī)制優(yōu)化思路。最后,對(duì)實(shí)施效果通過(guò)檢驗(yàn)分析,并證明優(yōu)化后激勵(lì)機(jī)制的有效性。 本研究發(fā)現(xiàn)：(1)溝通在激勵(lì)機(jī)制發(fā)生過(guò)程中起到了很重要的作用；(2)激勵(lì)方式的多樣性對(duì)提高員工個(gè)人和組織績(jī)效都有積極作用；(3)采取“以過(guò)程為導(dǎo)向”的激勵(lì)機(jī)制產(chǎn)生的效果要優(yōu)于“以結(jié)果為導(dǎo)向”的激勵(lì)機(jī)制。 該發(fā)現(xiàn)對(duì)國(guó)有企業(yè)的班組建設(shè)管理有著重要意義,對(duì)于國(guó)有企業(yè)培養(yǎng)出綜合素質(zhì)高、組織協(xié)調(diào)管理能力強(qiáng)、具有開(kāi)拓創(chuàng)新精神的班組群體,進(jìn)一步提高班組綜合管理水平和工作效率有著現(xiàn)實(shí)意義。
[Abstract]:Organizations are made up of many "economic men", whose members may deviate from their goals for their own benefit. Team motivation is a kind of organizational motivation. This paper mainly studies how to motivate individuals with different needs and different jobs to work hard and achieve effective cooperation to achieve the goals of the organization. This paper mainly studies two ways to make the team staff and the organization goal consistent: one is not to change the employee's goal, but through the incentive design, makes the staff pursue the personal benefit as well as the organization's benefit as far as possible; The other is to change the individual goals of the members of the organization so that the goals of the members of the organization agree with the goals of the organization. In this paper, the performance management, incentive and other related research literature review. Secondly, the effect of the original "result-oriented" incentive mechanism of sales service company is analyzed quantitatively by questionnaire. Then the incentive mechanism is redesigned and the idea of "process oriented" incentive mechanism optimization is put forward. Finally, the effectiveness of the optimized incentive mechanism is proved by testing and analyzing the effect. The results show that: (1) communication plays an important role in the process of incentive mechanism, (2) the diversity of incentive modes plays a positive role in improving the individual and organizational performance of employees; (3) the effect of adopting "process-oriented" incentive mechanism is better than that of "result-oriented" incentive mechanism. The findings are of great significance to the construction and management of teams and groups in state-owned enterprises, and are of great significance to the training of groups with high comprehensive quality, strong ability of organizing and coordinating management, and pioneering and innovative spirit in state-owned enterprises. It is of practical significance to further improve the level of team comprehensive management and work efficiency.
【學(xué)位授予單位】：中南大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F272.92;F426.22

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