某小型國有物業(yè)企業(yè)員工激勵研究
發(fā)布時間：2018-09-13 16:21
【摘要】：1981年第一家物業(yè)公司在深圳成立以來,我國物業(yè)行業(yè)已經(jīng)發(fā)展了近33個年頭。隨著我國國民經(jīng)濟的快速發(fā)展,物業(yè)服務行業(yè)迅速發(fā)展擴大。2007年《物權法》出臺并規(guī)定物業(yè)管理企業(yè)更名為“物業(yè)服務企業(yè)”后,物業(yè)行業(yè)被正式納入第三產(chǎn)業(yè),即服務業(yè)的范疇,而作為服務業(yè)之間競爭資本的人才競爭越來越受到物業(yè)從業(yè)者的重視。物業(yè)服務行業(yè)的專業(yè)化、規(guī)�；�、市場化行為已經(jīng)出現(xiàn)在北上廣(北京、上海、廣州)以及深圳等發(fā)達城市,物業(yè)經(jīng)營規(guī)模也在不斷的壯大。物業(yè)服務行業(yè)作為新興行業(yè),在推動國民經(jīng)濟增長、社會就業(yè)增加方面正在做出巨大的貢獻。然而,擺在我們面前的現(xiàn)實是我國中小物業(yè)企業(yè)員工隊伍極不穩(wěn)定,員工流動頻繁,導致組織的穩(wěn)定性受到影響,創(chuàng)新能力越來越弱,可持續(xù)性發(fā)展面臨挑戰(zhàn)。因此,企業(yè)要想持續(xù)、穩(wěn)定、健康的發(fā)展并在劇烈的市場競爭中取得勝利,必須成功建立并落實員工激勵措施,充分發(fā)揮員工的內(nèi)在動力。HT物業(yè)公司和大多數(shù)國有企業(yè)一樣,也面臨著嚴峻的員工激勵問題。本文將基于組織發(fā)展的生命周期理論,綜合考慮企業(yè)戰(zhàn)略、企業(yè)優(yōu)勢、員工激勵等方面,以HT物業(yè)公司為研究對象,淺析其運營特點,并試從HT物業(yè)企業(yè)特點、員工年齡結構、員工就業(yè)和管理心理、薪酬體系、績效考核體系、公司企業(yè)文化、員工培訓、組織氛圍、職業(yè)生涯等角度,通過相關工具進行定性分析和一定的量化分析,全面系統(tǒng)地對HT物業(yè)公司現(xiàn)有激勵機制進行討論,并對其不足部分加以探討,從而解決該公司員工執(zhí)行力低,離職率高等問題,旨在為該類公司更好地激勵員工,從抓住員工的切實需求入手,量身定做一份適合員工的激勵措施,充分調(diào)動員工的熱情和主動性,使其獲得較高的工作滿意度,從而最終使企業(yè)獲得良好的發(fā)展。
[Abstract]:Since the first property company was founded in Shenzhen in 1981, China's property industry has developed for nearly 33 years. With the rapid development of our national economy and the rapid development of the property service industry, the property management enterprise was formally brought into the tertiary industry after the property Law was issued in 2007 and the property management enterprise was renamed as the "property service enterprise". That is, the category of service industry, and as a competitive capital between the service industry, the talent competition has been paid more and more attention by the property practitioners. The specialization, scale and marketization of the property service industry have already appeared in the developed cities such as Beijing, Shanghai, Guangzhou and Shenzhen, and the scale of property management is also growing. As a new industry, the property service industry is making great contribution in promoting the growth of national economy and increasing social employment. However, the reality in front of us is that the staff of small and medium-sized property enterprises in our country is extremely unstable and the staff flow frequently, which results in the stability of the organization being affected, the innovation ability becoming weaker and weaker, and the sustainable development facing the challenge. Therefore, if the enterprise wants to develop continuously, steadily and healthily and win in the fierce market competition, it must successfully establish and implement the staff incentive measures, and give full play to the employees' intrinsic motive force. HT property company is like most state-owned enterprises. Also faces the stern staff incentive question. Based on the life cycle theory of organizational development, this paper will take HT property company as the research object, analyze its operation characteristics, and try to analyze the characteristics of HT property enterprise and the age structure of employees, taking the HT property company as the research object, considering the enterprise strategy, the enterprise advantage, the employee motivation and so on. Employee employment and management psychology, compensation system, performance appraisal system, corporate culture, employee training, organizational atmosphere, career and other angles, through the relevant tools to carry out qualitative analysis and quantitative analysis, This paper comprehensively and systematically discusses the existing incentive mechanism of HT property company, and discusses its shortcomings, so as to solve the problems of low executive power and high turnover rate of employees in this company, in order to motivate the employees better for this kind of company. Starting with the actual needs of the employees, we should make a suitable incentive measure for the employees, fully mobilize the enthusiasm and initiative of the employees, make them obtain higher job satisfaction, and finally make the enterprise obtain a good development.
【學位授予單位】：天津大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F272.92;F259.23
本文編號：2241698
[Abstract]:Since the first property company was founded in Shenzhen in 1981, China's property industry has developed for nearly 33 years. With the rapid development of our national economy and the rapid development of the property service industry, the property management enterprise was formally brought into the tertiary industry after the property Law was issued in 2007 and the property management enterprise was renamed as the "property service enterprise". That is, the category of service industry, and as a competitive capital between the service industry, the talent competition has been paid more and more attention by the property practitioners. The specialization, scale and marketization of the property service industry have already appeared in the developed cities such as Beijing, Shanghai, Guangzhou and Shenzhen, and the scale of property management is also growing. As a new industry, the property service industry is making great contribution in promoting the growth of national economy and increasing social employment. However, the reality in front of us is that the staff of small and medium-sized property enterprises in our country is extremely unstable and the staff flow frequently, which results in the stability of the organization being affected, the innovation ability becoming weaker and weaker, and the sustainable development facing the challenge. Therefore, if the enterprise wants to develop continuously, steadily and healthily and win in the fierce market competition, it must successfully establish and implement the staff incentive measures, and give full play to the employees' intrinsic motive force. HT property company is like most state-owned enterprises. Also faces the stern staff incentive question. Based on the life cycle theory of organizational development, this paper will take HT property company as the research object, analyze its operation characteristics, and try to analyze the characteristics of HT property enterprise and the age structure of employees, taking the HT property company as the research object, considering the enterprise strategy, the enterprise advantage, the employee motivation and so on. Employee employment and management psychology, compensation system, performance appraisal system, corporate culture, employee training, organizational atmosphere, career and other angles, through the relevant tools to carry out qualitative analysis and quantitative analysis, This paper comprehensively and systematically discusses the existing incentive mechanism of HT property company, and discusses its shortcomings, so as to solve the problems of low executive power and high turnover rate of employees in this company, in order to motivate the employees better for this kind of company. Starting with the actual needs of the employees, we should make a suitable incentive measure for the employees, fully mobilize the enthusiasm and initiative of the employees, make them obtain higher job satisfaction, and finally make the enterprise obtain a good development.
【學位授予單位】：天津大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F272.92;F259.23
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