本文選題：C國(guó)有企業(yè)　切入點(diǎn)：員工激勵(lì)機(jī)制　出處：《廣東財(cái)經(jīng)大學(xué)》2017年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：隨著國(guó)有企業(yè)在社會(huì)經(jīng)濟(jì)中的不斷發(fā)展,企業(yè)間的競(jìng)爭(zhēng)逐漸演變成人才的競(jìng)爭(zhēng),要想使員工在工作上保持一股向上的勁頭,一個(gè)全面的嘉獎(jiǎng)與懲罰制度就非常有必要建立了,以此讓實(shí)現(xiàn)組織目標(biāo)的同時(shí)達(dá)到滿(mǎn)足自身的需要,從而調(diào)動(dòng)員工工作積極性,為員工自主創(chuàng)新、自我提升提供堅(jiān)實(shí)的后備力量,企業(yè)在人才的競(jìng)爭(zhēng)中占有優(yōu)勢(shì),即為企業(yè)在競(jìng)爭(zhēng)激烈的市場(chǎng)上奠定了扎實(shí)的基礎(chǔ)。因此如何建立科學(xué)有效的員工激勵(lì)機(jī)制,形成并合理利用科學(xué)有效的激勵(lì)機(jī)制吸引人才、培養(yǎng)人才、留住人才則是國(guó)有企業(yè)研究的重要課題之一。C國(guó)有企業(yè)包含管理、技術(shù)、服務(wù)人員崗位,在發(fā)展的過(guò)程中出現(xiàn)了專(zhuān)業(yè)人才流失、員工工作積極性不高的問(wèn)題,為此本文選取C國(guó)有企業(yè)作為研究對(duì)象,從薪酬體系、績(jī)效考核、培訓(xùn)發(fā)展等方面入手,來(lái)確認(rèn)并實(shí)行既合理、又有效的獎(jiǎng)懲制度來(lái)提高C國(guó)有企業(yè)員工的積極性,提高C國(guó)有企業(yè)的競(jìng)爭(zhēng)軟實(shí)力。本文采用案例分析法、文獻(xiàn)研究法、訪談?wù){(diào)查法、歸納法等研究方法,回顧和整理了國(guó)有企業(yè)員工激勵(lì)的相關(guān)理論和目前有關(guān)國(guó)有企業(yè)員工激勵(lì)機(jī)制的研究現(xiàn)狀。在文獻(xiàn)研究的基礎(chǔ)上,對(duì)國(guó)內(nèi)外有關(guān)激勵(lì)的研究現(xiàn)狀和激勵(lì)相關(guān)的理論進(jìn)行了論述,在理論研究的基礎(chǔ)上結(jié)合調(diào)研,深入分析了C國(guó)有企業(yè)的員工人員特點(diǎn)和現(xiàn)行的員工激勵(lì)機(jī)制存在的問(wèn)題,發(fā)現(xiàn)其存在缺乏明確的薪酬激勵(lì)機(jī)制;績(jī)效激勵(lì)效果不佳;培訓(xùn)激勵(lì)作用有限;缺乏明確的晉升激勵(lì)機(jī)制;企業(yè)文化建設(shè)不足,缺乏精神激勵(lì);缺乏有效的激勵(lì)制度保障的問(wèn)題。在問(wèn)題研究的基礎(chǔ)上,借鑒相關(guān)的激勵(lì)理論,結(jié)合C國(guó)有企業(yè)的實(shí)際情況提出完善薪酬福利制度,發(fā)揮薪酬激勵(lì);構(gòu)建合理績(jī)效體系,實(shí)現(xiàn)績(jī)效激勵(lì);建立系統(tǒng)培訓(xùn)體系,實(shí)現(xiàn)培訓(xùn)激勵(lì);明晰晉升通道,實(shí)現(xiàn)晉升激勵(lì);重視精神激勵(lì),物質(zhì)激勵(lì)與精神激勵(lì)相結(jié)合幾個(gè)具有針對(duì)性的措施。并且為了保障改進(jìn)措施的落地,提出了C國(guó)有企業(yè)員工激勵(lì)機(jī)制保障制度,例如做好激勵(lì)機(jī)制改革前期宣傳;建立改革小組;健全制度體系;拓寬溝通和監(jiān)督渠道;完善員工激勵(lì)評(píng)價(jià)體系。以此為C國(guó)有企業(yè)以及與C國(guó)有企業(yè)類(lèi)似情況的國(guó)有企業(yè)的員工激勵(lì)機(jī)制的改革提供借鑒作用。
[Abstract]:With the continuous development of state-owned enterprises in the social economy, competition among enterprises has gradually evolved into a competition for talents. In order to maintain an upward momentum in the work of employees, it is very necessary to establish a comprehensive system of commendation and punishment. In order to achieve the organizational goals at the same time to meet the needs of their own, so as to mobilize the enthusiasm of the staff, self-innovation for employees, self-promotion to provide a solid reserve force, enterprises in the competition for talent has an advantage, Therefore, how to establish a scientific and effective staff incentive mechanism, form and reasonably use the scientific and effective incentive mechanism to attract and train talents, The retention of talents is one of the important topics in the research of state-owned enterprises. The state-owned enterprises include the posts of management, technology and service personnel. In the process of development, there has been a loss of professional talents, and the enthusiasm of employees is not high. Therefore, this paper selects C state-owned enterprise as the research object, starting with salary system, performance appraisal, training development and so on, to confirm and implement both reasonable and effective reward and punishment system to improve the enthusiasm of C state-owned enterprise employees. In this paper, case analysis, literature research, interview investigation, induction and other research methods are used to improve the competitive soft power of C state-owned enterprises. This paper reviews and collates the relevant theories of employee motivation in state-owned enterprises and the current research status of employee incentive mechanism in state-owned enterprises. On the basis of literature study, this paper discusses the current situation of research and related theories on incentive at home and abroad. On the basis of theoretical research, this paper deeply analyzes the characteristics of employees and the problems existing in the current employee incentive mechanism in C state-owned enterprises, and finds that there is a lack of clear salary incentive mechanism, the effect of performance incentive is not good, and the effect of performance incentive is not good. The role of training incentive is limited; lack of clear promotion incentive mechanism; lack of corporate culture construction, lack of spiritual incentives; lack of effective incentive system protection. According to the actual situation of C state-owned enterprises, the paper puts forward to perfect the compensation and welfare system, give play to the compensation incentive, construct the reasonable performance system, realize the performance incentive, establish the systematic training system, realize the training incentive, clear the promotion channel, realize the promotion incentive. Pay attention to the spirit incentive, combine the material incentive with the spirit incentive several targeted measures. In order to ensure the improvement measures, this paper puts forward the C state-owned enterprise employee incentive mechanism safeguard system. For example, to do a good job in the early stage of the reform of incentive mechanism propaganda; to establish reform groups; to improve the system; to broaden the channels of communication and supervision; Improve the evaluation system of employee motivation, and provide reference for the reform of employee incentive mechanism of state-owned enterprises and state-owned enterprises similar to that of C state-owned enterprises.
【學(xué)位授予單位】：廣東財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：F272.92;F276.1

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