本文選題：心理契約 + 全面薪酬�。� 參考：《北京交通大學》2015年碩士論文

【摘要】：目前我國鋼鐵行業(yè)整體已經(jīng)步入深度調(diào)整階段,圍繞價格的競爭日趨白熱化,降本增效已經(jīng)成為鋼企利潤的主要來源。管理學大師彼得德魯克認為人力資源是最未有效利用的資源,企業(yè)的核心競爭力將會是企業(yè)所擁有的知識和人才。因此,如何全面激勵員工挖掘企業(yè)人力資源自身潛力以降低成本、提高生產(chǎn)效率,成為鋼鐵企業(yè)持續(xù)健康發(fā)展面臨的重大課題。本文在對HY公司人力資源管理現(xiàn)狀研究的基礎上,將占HY公司員工中大多數(shù),擁有一定的技術(shù)或技能,工作以生產(chǎn)一線重復性勞動為主的員工定義為“基層技術(shù)員工”。他們的工作態(tài)度和工作質(zhì)量對成本、質(zhì)量和效率產(chǎn)生著直接影響,他們是HY公司產(chǎn)品質(zhì)量穩(wěn)定性和先進性的保障,可以說,他們是HY公司產(chǎn)品核心競爭力的創(chuàng)造者。因此,對于HY公司來講,對這一群體進行研究現(xiàn)實意義重大。本文從心理契約和全面薪酬理論出發(fā),通過半結(jié)構(gòu)化訪談和調(diào)查問卷的方法分析HY公司基層技術(shù)員工心理契約現(xiàn)狀,探尋是否存在心理契約違背；如果存在,其根源是什么,是否與既有的激勵體系有關(guān)。在對上述問題進行剖析的基礎上,提出了全面薪酬的解決方案和策略。全面薪酬策略既重視外在薪酬又強調(diào)內(nèi)在薪酬,有著全面激勵的特點,不但滿足了基層技術(shù)員工的物質(zhì)需求還能滿足他們的精神需求,是解決這一群體心理契約違背的有效手段。HY公司通過全面薪酬激勵體系的設計和實施能不斷地滿足基層技術(shù)員工交易維度、發(fā)展維度和關(guān)系維度的心理契約,從而不斷加強對基層技術(shù)員工全面激勵和有效管理。本文應用心理契約理論指導HY公司全面激勵體系的設計,在如何將心理契約理論運用于人力資源管理實踐方面,做出了一定的探索和創(chuàng)新。同時,本文為以下論斷提供了一個個案佐證：員工心理契約是企業(yè)人力資源管理的重要內(nèi)容,且隨著時代的發(fā)展,會發(fā)揮越來越重要的作用,因此,現(xiàn)代企業(yè)的薪酬激勵體系設計不但要重視有明確條文的契約,還要注重員工的心理契約,在進行物質(zhì)激勵的同時更應注重精神激勵。本文力求在理論上也有所建樹。從筆者所掌握的資料看,國內(nèi)有不少學者就心理契約視角的激勵體系這一課題,以知識型員工或技能型員工為對象進行研究,而本文在面向的群體上與以往研究有所不同,從而使本論文的研究成果對于存在類似問題的企業(yè)有著現(xiàn)實的參考價值。
[Abstract]:At present, the iron and steel industry of our country has stepped into the stage of deep adjustment, the competition around the price is becoming more and more intense, and reducing the cost and increasing efficiency has become the main source of the profit of the steel enterprises. Peter Drucker, a master of management, believes that human resources are the least effective resources, and that the core competence of an enterprise will be the knowledge and talent it possesses. Therefore, how to encourage employees to tap the potential of human resources in order to reduce costs and improve production efficiency has become a major issue facing the sustainable and healthy development of iron and steel enterprises. On the basis of the research on the present situation of human resource management in HY Company, this paper defines the employees, who account for the majority of the employees in HY Company, who have certain skills or skills, who work mainly in the production line of repetitive labor, as "grass-roots technical staff". Their working attitude and work quality have a direct impact on the cost, quality and efficiency. They are the guarantee of HY company's product quality stability and advancement. They can be said to be the creators of HY company's core competitiveness. Therefore, for HY Company, the research on this group is of great practical significance. Based on the theory of psychological contract and total compensation, this paper analyzes the present situation of psychological contract of HY company's grass-roots technical staff through semi-structured interview and questionnaire, and explores whether there exists psychological contract breach; if so, what is its root? Whether it is related to the existing incentive system. On the basis of analyzing the above problems, the paper puts forward the solution and strategy of total compensation. The overall compensation strategy not only attaches importance to the external compensation but also the internal compensation, and has the characteristics of comprehensive incentive, which not only meets the material needs of grass-roots technical staff, but also meets their spiritual needs. It is an effective way to solve the breach of group psychological contract. Through the design and implementation of the overall salary incentive system, HY Company can continuously satisfy the transaction dimension, development dimension and relationship dimension of grass-roots technical staff. So as to strengthen the grass-roots technical staff comprehensive incentive and effective management. This paper applies the theory of psychological contract to guide the design of HY Company's overall incentive system, and makes a certain exploration and innovation on how to apply the theory of psychological contract to the practice of human resources management. At the same time, this paper provides a case study for the following conclusions: employee psychological contract is an important content of enterprise human resource management, and with the development of the times, it will play a more and more important role. The design of modern enterprise's salary incentive system should not only pay attention to the contract with clear provisions, but also pay attention to the psychological contract of the staff, and pay more attention to the spiritual incentive while carrying on the material incentive. This paper tries to make some achievements in theory. From the data that the author has mastered, there are many scholars in our country who study the incentive system from the perspective of psychological contract with knowledge workers or skilled employees as the object of study, but this paper is different from the previous research on the group oriented. Therefore, the research results of this paper have practical reference value for enterprises with similar problems.
【學位授予單位】：北京交通大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：F272.92;F426.31

【相似文獻】

相關(guān)期刊論文 前10條

1 葛培波;注重長期激勵的薪酬策略[J];中國勞動;2002年12期

2 肖勇軍;我國高新技術(shù)企業(yè)成長時期的薪酬策略[J];企業(yè)技術(shù)開發(fā);2003年17期

3 郭勤;中小企業(yè)薪酬策略[J];人才w，

本文編號：1863965