本文選題：招商引資 + 激勵機(jī)制�。� 參考：《武漢紡織大學(xué)》2017年碩士論文

【摘要】：對于當(dāng)前的國有企業(yè)而言,為了促進(jìn)可持續(xù)發(fā)展,保持市場競爭力,不僅要物質(zhì)資源豐富,同時還應(yīng)合理運(yùn)用人力資源。然而,在現(xiàn)有招商引資激勵機(jī)制下,招商引資負(fù)責(zé)主體的切身利益與社會經(jīng)濟(jì)效益的全局最優(yōu)目標(biāo)不一定完全一致。這種不一致可能扭曲招商引資主體的行為,使得招商引資活動效率低下,造成國有資源的浪費(fèi)和流失,乃至于阻礙地區(qū)經(jīng)濟(jì)的長期健康發(fā)展。只有通過設(shè)計合理的激勵機(jī)制,才能實現(xiàn)國有資源和群眾利益不受損害和當(dāng)?shù)亟?jīng)濟(jì)科學(xué)發(fā)展的共贏局面。本文以寧波市G投招商引資部門為例,在對國內(nèi)外文獻(xiàn)及相關(guān)激勵理論的綜述基礎(chǔ)上,分析了寧波市G投現(xiàn)行的員工激勵辦法及其存在的諸多問題,并通過對員工進(jìn)行面對面的訪談并發(fā)放調(diào)查問卷,來獲得第一手資料,試圖提出新的員工激勵方案,在優(yōu)化寧波市G投招商引資部門激勵機(jī)制的實踐中,進(jìn)行有效運(yùn)用。通過對寧波市G投招商引資部門在員工激勵方面存在問題的成因作進(jìn)一步分析,立足于公司的實際經(jīng)營狀況,與公司招商引資部門員工的職業(yè)特點(diǎn)相結(jié)合,對一套具備操作性的員工激勵方案進(jìn)行重新設(shè)計。新的激勵方案中主要涵蓋以下內(nèi)容:一是對員工工資帶寬表重新進(jìn)行設(shè)計,對現(xiàn)行的薪酬激勵制度進(jìn)行優(yōu)化;二是遵循員工不同崗位和序列,對新的績效考核方案進(jìn)行制定,對相應(yīng)的績效考核辦法進(jìn)行針對性地設(shè)計;三是設(shè)計具有多樣性和針對性的非薪酬激勵內(nèi)容。立足于員工職業(yè)發(fā)展、晉升、培訓(xùn)學(xué)習(xí)等,對新的辦法進(jìn)行制定。希望通過本文的研究,制定一套科學(xué)有效的激勵機(jī)制,進(jìn)而將員工的工作積極性充分調(diào)動起來,以更好的促進(jìn)公司人力資源管理。
[Abstract]:For the current state-owned enterprises, in order to promote sustainable development and maintain market competitiveness, it is necessary not only to be rich in material resources, but also to make rational use of human resources. However, under the existing incentive mechanism of attracting investment, the vital interests of the main body in charge of attracting investment are not necessarily consistent with the overall optimal goal of social and economic benefits. This kind of inconsistency may distort the behavior of the subject of attracting investment, make the activity of attracting investment inefficient, cause the waste and loss of state-owned resources, and even hinder the healthy development of regional economy for a long time. Only by designing a reasonable incentive mechanism can the state-owned resources and the interests of the masses be protected from harm and the local economic and scientific development can be achieved in a win-win situation. Taking Ningbo G investment department as an example, based on the review of domestic and foreign literature and related incentive theory, this paper analyzes the current employee incentive methods and its problems in Ningbo G Investment. And through face-to-face interviews and questionnaires to obtain first-hand information, try to put forward a new employee incentive scheme, in the optimization of Ningbo G investment and investment sector incentive mechanism practice, effective use. Through the further analysis of the causes of the problems existing in the staff incentive in Ningbo G investment and investment promotion department, based on the actual operating situation of the company, and combining with the professional characteristics of the employees of the investment and investment department of the company, Redesign a set of operable employee motivation programs. The new incentive scheme mainly covers the following contents: first, redesign the salary bandwidth table, optimize the current salary incentive system; second, follow the different positions and sequence of employees, and formulate the new performance appraisal scheme. The third is to design non-compensation incentive content with diversity and pertinence. Based on employee career development, promotion, training and learning, etc., to develop new methods. Through the research of this paper, I hope to establish a set of scientific and effective incentive mechanism, and then to fully mobilize the enthusiasm of employees, in order to better promote the company's human resources management.
【學(xué)位授予單位】：武漢紡織大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F127

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