本文關鍵詞： CK公司 新生代員工 激勵問題　出處：《廣西大學》2017年碩士論文　論文類型：學位論文

【摘要】：新生代員工已經(jīng)成為企業(yè)發(fā)展的中堅力量,在企業(yè)保持競爭力、實現(xiàn)可持續(xù)發(fā)展過程中發(fā)揮著重要作用,所以如何有效地激勵這部分員工,讓其在各自崗位上發(fā)揮自己的才能,從而為公司的發(fā)展做出貢獻,是企業(yè)提高自身競爭力的關鍵。本文研究對象CK公司的新生代員工也普遍存在著這一群體的特征,即以自我為中心,不愿意承擔責任,過于高估自己的能力,離職率高,對現(xiàn)有激勵策略不敏感等。故此,更好地理解新生代員工的價值主張,建立更能滿足他們需求的激勵管理模式,越來越受到現(xiàn)代企業(yè)管理的重視。文章基于激勵的相關理論,以CK公司新生代員工為研究對象,介紹了目前CK公司的基本情況以及新生代員工的構成,通過問卷調(diào)查和訪談兩種方式,對CK公司新生代員工的激勵現(xiàn)狀進行調(diào)查,系統(tǒng)分析了 CK新生代員工激勵存在的問題,具體發(fā)現(xiàn)問題包括以下:薪酬方式單一,結構不合理;福利項目單一,吸引力不夠;企業(yè)文化激勵不夠,各層級間溝通方式單一;缺乏有效的績效管理激勵與溝通方式;培訓發(fā)展與職業(yè)發(fā)展通路單一,無法有效激勵新生代員工;缺乏有效的導師激勵制度等,并就上述問題提出如下對策:在物質(zhì)激勵方面建立多項薪酬考核機制以及“點單式”福利激勵;在精神激勵方面,建立恰當?shù)慕M織文化激勵機制,構建參與型溝通機制,改進績效管理,建立多崗位多層級的培訓體系及職業(yè)發(fā)展通路設計,導師制激勵等,通過這些措施,改善目前CK公司的激勵現(xiàn)狀,從而提高新生代員工的工作積極性,從而提升公司的整體競爭力。
[Abstract]:The new generation of employees has become the backbone of the development of enterprises, in the process of maintaining competitiveness and achieving sustainable development plays an important role, so how to effectively motivate this part of the staff. Let them in their respective positions to play their own talents, thereby contributing to the development of the company. This paper studies the new generation of employees of CK company also has the characteristics of this group, that is, self-centered, unwilling to assume responsibility, overestimating their own ability. High turnover rate, not sensitive to the existing incentive strategy. Therefore, a better understanding of the value of the new generation of employees to establish a more able to meet their needs of incentive management model. More and more attention has been paid to modern enterprise management. Based on the theory of incentive, this paper introduces the basic situation of CK company and the composition of the new generation of employees, taking the new generation of employees of CK company as the research object. By means of questionnaire and interview, this paper investigates the incentive status of the new generation of employees in CK Company, and systematically analyzes the problems existing in the incentive of the new generation of employees of CK. The specific problems include the following: the salary method is single and the structure is unreasonable; The welfare item is single, the attraction is not enough; The motivation of enterprise culture is not enough, and the communication mode between different levels is single; Lack of effective performance management incentives and communication; Training development and career development path is single, can not effectively motivate the new generation of employees; Lack of effective mentor incentive system, and put forward the following countermeasures to the above problems: the establishment of a number of pay assessment mechanism in the material incentive and "point-single-type" welfare incentive; In the aspect of spiritual motivation, we should establish appropriate organizational culture incentive mechanism, construct participatory communication mechanism, improve performance management, establish multi-post and multi-level training system and career development path design, mentor incentive and so on. Through these measures, we can improve the current incentive situation of CK Company, so as to improve the working enthusiasm of the new generation of employees and enhance the overall competitiveness of the company.
【學位授予單位】：廣西大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F272.92;F426.82

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