發(fā)布時間：2018-08-19 13:36

【摘要】：高校后勤編外員工的激勵研究，有著深刻的理論研究與實踐探索意義。高校的后勤服務(wù)工作，承擔(dān)著教學(xué)、科研等事業(yè)發(fā)展的大量基礎(chǔ)性保障任務(wù)。隨著社會主義市場經(jīng)濟(jì)體制的逐步完善，作為高校后勤人力資本主體的編外員工，其工作業(yè)績的好壞直接影響著高校后勤的實際效益。在新的形勢下，規(guī)范建立積極、合理的激勵模式，充分調(diào)動編外員工這一群體的工作主動性，有效發(fā)揮他們的創(chuàng)造性，保持強(qiáng)勁的生命力與競爭力，已然成為擺在各高校后勤面前的重要課題。 論文首先對文獻(xiàn)及理論的閱讀、分析與整理，評述國內(nèi)外關(guān)于高校后勤編外員工激勵問題的研究，探尋本選題的研究內(nèi)容與對象，從理論研究的角度分析了高校后勤編外員工的特點、共性需求以及激勵管理存在的問題。其次對E高校后勤服務(wù)總公司的146名編外員工進(jìn)行問卷調(diào)查，系統(tǒng)歸納了E高校后勤針對編外員工的實踐激勵舉措，詳細(xì)分析了E高校后勤編外員工的特點以及激勵方面存在的主要問題。最后在綜合理論研究和實證研究相關(guān)成果的基礎(chǔ)上，注重運(yùn)用激勵理論進(jìn)行結(jié)果解釋，從而提出適用于高校后勤編外員工的有效激勵形式，優(yōu)化編外員工激勵體系的舉措，以及建立與編外員工激勵相適應(yīng)的約束機(jī)制。 建立科學(xué)合理的高校后勤編外員工的激勵體系，是一項復(fù)雜的系統(tǒng)工程。本文在歸納總結(jié)的基礎(chǔ)上，提出了一些建議：首先是正確看待編外員工這一群體。編外員工是高校后勤主體組成部分，不可或缺，同時，，要辨證客觀地看待編外員工的流動性，穩(wěn)定編外員工隊伍的關(guān)鍵是要保持好20%核心骨干員工的穩(wěn)定性。其次，注重激勵方式的綜合運(yùn)用。要激發(fā)好編外員工這一群體的工作積極性和創(chuàng)造性，需要依賴于多種激勵方式的綜合運(yùn)用與有機(jī)融合，尤其是物質(zhì)激勵、發(fā)展激勵和情感激勵這3種激勵。接著，注重分類分層進(jìn)行激勵。對編外員工要根據(jù)不同崗位、不同年齡段等不同的需求來采取不同的激勵措施，特別要重視對骨干員工和普通一線員工施行差別激勵。最后，注重發(fā)揮約束機(jī)制的作用。要建立適用編外員工的約束機(jī)制，配合激勵機(jī)制的實施，來發(fā)揮出更好的功能與成效，實現(xiàn)人力資源的最優(yōu)配置。
[Abstract]:The research on the motivation of staff outside the staff of logistics in colleges and universities has profound theoretical and practical significance. The logistic service of colleges and universities undertakes a great deal of basic guarantee tasks for the development of teaching and scientific research. With the gradual improvement of the socialist market economy system, the non-staff, as the main body of university logistics human capital, has a direct impact on the actual benefit of university logistics. Under the new situation, we should standardize the establishment of positive and reasonable incentive models, fully mobilize the work initiative of the non-staff members, effectively bring their creativity into full play, and maintain strong vitality and competitiveness. It has become an important subject in front of the logistics of colleges and universities. First of all, the paper reads, analyzes and arranges the literature and theory, comments on the research on the motivation of non-staff in colleges and universities at home and abroad, and explores the research contents and objects of this topic. From the perspective of theoretical research, this paper analyzes the characteristics, common needs and problems of incentive management of staff outside staff in colleges and universities. Secondly, a questionnaire survey was conducted among 146 non-staff members of E University Logistics Service Corporation, and the practical incentive measures of E university logistics for non-staff were summarized systematically. This paper analyzes in detail the characteristics of E-university staff outside the staff and the main problems in motivating them. Finally, on the basis of comprehensive theoretical research and empirical research on the basis of relevant results, pay attention to the use of incentive theory to explain the results, so as to propose an effective form of incentive for non-staff in colleges and universities, and optimize the non-staff incentive system. And the establishment of non-staff incentives to adapt to the constraint mechanism. It is a complicated system engineering to establish a scientific and reasonable incentive system for staff outside staff. On the basis of summing up, this paper puts forward some suggestions: first of all, we should treat the group of non-staff correctly. Non-staff is the main part of logistics in colleges and universities. At the same time, the key to treat the mobility of non-staff objectively and stabilize the non-staff is to maintain the stability of 20% core key staff. Second, pay attention to the comprehensive use of incentives. In order to stimulate the working enthusiasm and creativity of the non-staff, we need to rely on the comprehensive application and organic integration of various incentive ways, especially the three kinds of incentives: material incentive, development incentive and emotional incentive. Then, pay attention to classification and stratification to stimulate. The non-staff should take different incentive measures according to different posts, different ages and other different needs, especially pay attention to the backbone staff and ordinary front-line employees. Finally, pay attention to play the role of constraint mechanism. It is necessary to establish a suitable constraint mechanism for non-staff and cooperate with the implementation of incentive mechanism to play a better function and effect and to achieve the optimal allocation of human resources.
【學(xué)位授予單位】：西安建筑科技大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：G647

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本文編號：2191810