本文選題：知識(shí)型員工　切入點(diǎn)：需求特征　出處：《南京師范大學(xué)》2015年碩士論文　論文類型：學(xué)位論文

【摘要】：隨著互聯(lián)網(wǎng)技術(shù)運(yùn)用的日益廣泛,移動(dòng)智能終端已經(jīng)得到了前所未有的普及,李克強(qiáng)總理提出“大眾創(chuàng)業(yè),萬眾創(chuàng)新”的“互聯(lián)網(wǎng)+”的理念,促使互聯(lián)網(wǎng)創(chuàng)業(yè)進(jìn)入了一個(gè)全新的時(shí)代,互聯(lián)網(wǎng)公司的數(shù)量和規(guī)模都出現(xiàn)了爆發(fā)式增長(zhǎng)。LB(公司名字首字母)公司是典型的互聯(lián)網(wǎng)企業(yè),具備了一線互聯(lián)網(wǎng)公司的所有典型特點(diǎn)：如員工隊(duì)伍學(xué)歷高、年齡層次年輕化、公司運(yùn)作重運(yùn)營輕資產(chǎn)等,這些知識(shí)型員工掌握著知識(shí)資本,具有較強(qiáng)的自主意識(shí)、流動(dòng)意愿和強(qiáng)烈自我實(shí)現(xiàn)愿望,同時(shí)由于他們主要從事具有創(chuàng)新性的智力勞動(dòng),工作效果更多的取決于其工作動(dòng)機(jī),工作過程難以監(jiān)督,工作結(jié)果也很難量化,我作為公司的主要管理人員,經(jīng)歷了公司從創(chuàng)業(yè)到快速發(fā)展到員工隊(duì)伍成熟的各個(gè)階段,在公司的不同階段,對(duì)于知識(shí)型員工的管理,一直試圖通過激勵(lì)的情景分析,來探索出適合互聯(lián)網(wǎng)企業(yè)知識(shí)型員工的激勵(lì)模式。本文試圖通過對(duì)現(xiàn)有的激勵(lì)理論體系進(jìn)行回顧、歸納,結(jié)合知識(shí)型員工的特質(zhì),構(gòu)建出適合知識(shí)型員工的激勵(lì)模式。并結(jié)合LB公司知識(shí)型員工結(jié)構(gòu)、組織現(xiàn)狀、流失狀況以及激勵(lì)體系存在的問題,提出本公司對(duì)知識(shí)型員工的激勵(lì)方案即1+3激勵(lì)模型,以企業(yè)文化為引領(lǐng),以薪酬福利、工作氛圍、個(gè)人成長(zhǎng)為支撐。通過本文研究,也希望為國內(nèi)相關(guān)互聯(lián)網(wǎng)企業(yè)實(shí)現(xiàn)對(duì)知識(shí)型員工的有效激勵(lì)提供一制可可供借鑒的思路和方法。因此對(duì)LB公司激勵(lì)模式的研究既有其理論價(jià)值,在進(jìn)行本企業(yè)化改造之后也有其可推廣性。
[Abstract]:With the increasingly widespread use of Internet technology, mobile intelligent terminals have gained unprecedented popularity. Premier Li Keqiang put forward the "Internet" concept of "mass entrepreneurship and innovation". The Internet has entered a new era in which the number and size of Internet companies have exploded. LB is a typical Internet company. With all the typical characteristics of first-line Internet companies, such as the high educational background of the staff, the younger age of the company, the company's operation and the importance of operating rather than assets, these knowledge workers have a knowledge capital, have a strong sense of autonomy, Mobility and a strong desire for self-fulfilment, and because they are mainly engaged in innovative intellectual labour, the effectiveness of their work depends more on their motivation, the process is difficult to monitor and the results are difficult to quantify. As the main manager of the company, I have experienced every stage of the company from starting a business to developing rapidly to the maturity of the staff. At different stages of the company, I have been trying to analyze the situation of motivation for the management of knowledge workers. This paper attempts to review and summarize the existing incentive theory system and combine the characteristics of knowledge workers. Based on the structure, organizational status, loss and problems of incentive system of knowledge workers in LB Company, this paper puts forward the incentive scheme of our company for knowledge workers, that is, 13 incentive model, which is suitable for knowledge workers. Guided by corporate culture, supported by salary and welfare, working atmosphere and personal growth. It also hopes to provide some ideas and methods for domestic Internet enterprises to provide effective incentives for knowledge-based employees. Therefore, the study of LB incentive model has its theoretical value. After carrying out this enterprise transformation, it also has its extensibility.
【學(xué)位授予單位】：南京師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F272.92;F724.6

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本文編號(hào)：1611391