本文選題：晉煤集團 + 知識型員工��； 參考：《太原理工大學》2014年碩士論文

【摘要】：激勵問題一直是管理學界的研究熱點,本研究通過問卷調(diào)查方式進行實證研究,對晉煤集團“新生代”知識型員工的激勵問題進行了研究。本文認為晉煤集團當前對于“新生代”知識型員工的激勵存在一定的問題。首先是薪酬制定不合理。薪酬體系未能體現(xiàn)崗位價值,技術(shù)人員與管理人員的收入差異,存在同工不同酬現(xiàn)象。其次是績效考核缺乏激勵�？冃Ч芾碇腥鄙賹⑴c者的相關(guān)培訓,績效考核指標缺乏針對性,缺少對“新生代”知識型員工的行為過程控制。再次是培訓體系不健全。對“新生代”知識型員工培訓工作重視程度不夠,對“新生代”知識型員工安全培訓教育方式不合理,對“新生代”知識型員工教育培訓制度不完善。另外,對于“新生代”知識型員工的激勵缺乏差異化,福利制度有待改善。 然后,本文采用SPSS17.0統(tǒng)計軟件,對調(diào)研問卷所收集的數(shù)據(jù)進行分析,在對問卷的信度與效度進行檢驗的基礎(chǔ)上,對集團“新生代”知識型員工激勵因素進行了探討。研究認為,晉煤集團對“新生代”知識型員工進行管理時,應(yīng)順應(yīng)他們的特點,采取有效的方式來激勵他們,對他們進行有效的管理,首先要完善集團對于“新生代”知識型員工的薪酬激勵措施,要合理優(yōu)化薪酬體系,制定年功序列薪酬制度,調(diào)整責任薪酬比例,按時發(fā)放技能津貼,逐步提高福利待遇。其次要制定基于“新生代”知識型員工組織融入的激勵策略,本文設(shè)計的策略包括企業(yè)文化激勵、平等尊重激勵及信任授權(quán)激勵。此外,為“新生代”知識型員工制定自我實現(xiàn)的激勵策略。制定完善的培訓激勵措施,特別是要完善培訓評價和反饋機制。明確“新生代”知識型員工的職業(yè)生涯方向,健全完善人才隊伍的接續(xù)計劃,創(chuàng)建多條職業(yè)生涯平臺等方式對激發(fā)“新生代”知識型員工積極性也十分必要�？傊�,要想激勵“新生代”知識型員工,就必須依據(jù)“新生代”知識型員工的不同需求特征,采取針對性的措施,完善制度,形成機制。
[Abstract]:Incentive problem has always been a hot research topic in the field of management. This research has carried on the empirical research through the questionnaire investigation, has carried on the research to the Shanxi coal group "new generation" the knowledge worker's incentive question. This paper holds that there are some problems in the motivation of the new generation of knowledge workers in Jin Coal Group. The first is that pay is not reasonable. The salary system fails to reflect the value of the post, the difference of income between technicians and managers, and the phenomenon of different pay for equal work. The second is the lack of incentive performance appraisal. In performance management, there is a lack of relevant training for participants, a lack of targeted performance appraisal indicators, and a lack of behavioral process control for the "new generation" knowledge workers. Again, the training system is not sound. It is not enough to pay attention to the training work of the "new generation" knowledge workers, unreasonable to the "new generation" knowledge workers' safety training education methods, and imperfect to the "new generation" knowledge workers' education and training system. In addition, the incentive for the new generation of knowledge workers lacks differentiation, and the welfare system needs to be improved. Then, using SPSS 17.0 statistical software, this paper analyzes the data collected by the questionnaire, and on the basis of testing the reliability and validity of the questionnaire, discusses the motivation factors of the "new generation" knowledge workers of the Group. The research believes that when Jinmei Group manages the "new generation" knowledge workers, it should conform to their characteristics, adopt effective ways to motivate them and manage them effectively. First of all, we should perfect the group's salary incentive measures for the "new generation" knowledge workers, optimize the salary system reasonably, formulate the annual merit sequence salary system, adjust the proportion of the responsibility salary, pay the skill allowance on time, and gradually improve the welfare treatment. Secondly, the incentive strategies based on the "new generation" knowledge workers' organization integration should be formulated. The strategies designed in this paper include corporate culture incentive, equal respect incentive and trust authorization incentive. In addition, for the "new generation" knowledge workers to develop self-actualization incentive strategy. Make perfect training incentives, especially improve training evaluation and feedback mechanism. It is also necessary to clarify the career direction of the "new generation" knowledge workers, perfect the succession plan of the talent team, and create several career platforms to stimulate the enthusiasm of the "new generation" knowledge workers. In a word, if we want to encourage the "new generation" knowledge workers, we must adopt targeted measures, perfect the system and form the mechanism according to the different demand characteristics of the "new generation" knowledge workers.
【學位授予單位】：太原理工大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F426.21;F272.92

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