国家开发银行宁夏分行股份有限公司员工心理契约研究
发布时间：2018-11-06 17:08
【摘要】：本文以CDB宁夏分行员工为调查对象,通过问卷调查方法,对员工心理契约进行实证研究。结果显示,CDB宁夏分行员工心理契约构建较好,员工个人整体认识程度较高,对组织的承诺意愿整体较强,个体间差异和各项目问差异较小。主要存在问题是：员工更倾向于被动接受管理,需企业提供良好工作条件,而对于企业应为自身职业成长负有的责任和个人基本权利关心不够,对于能够参与企业经营决策的期望过低；员工对于完成基本工作的承诺意愿较高,而对于额外付出精力和工作等,意愿较低；不同特征群体(如性别、职务、年龄、学历和工作年限等)的员工心理契约存在一定差异。另外,若企业关心员工的工作和生活,则员工对企业承诺的愿意较强；若企业不能为员工提供好的薪金福利和舒适的工作条件,则对员工承诺意愿有不利影响。 CDB宁夏分行职员心理契约现状主要受员工特征、管理模式等因素影响。针对其实施员工心理契约管理提出对策建议：一是明晰企业总体目标和经营理念,树立以人为本的企业文化；二是建立组织与员工良好的发展关系,搭建组织与员工充分沟通的渠道；三是注重关键环节与员工职务变化的影响,实行心理契约全程化管理；四是加强对员工的差异化管理,进一步完善激励机制等手段。
[Abstract]:In this paper, CDB Ningxia Branch employees as the investigation object, through the questionnaire method, the staff psychological contract empirical study. The results show that the psychological contract of employees in Ningxia Branch of CDB is well constructed, the degree of individual cognition is higher, the commitment will to the organization is strong, the difference between individuals and items is small. The main problems are: employees tend to be more passive to accept management, need to provide good working conditions, and the company should be responsible for their own professional growth and personal basic rights concern, Low expectations for participating in business decisions; The commitment of employees to complete basic work is higher, but the willingness to pay extra energy and work is lower. Different characteristic groups (such as gender, job, age, educational background and working years) have some differences in the psychological contract of employees. In addition, if the enterprise is concerned about the work and life of the employees, the employees are more willing to commit to the enterprise; if the enterprise can not provide employees with good salary, benefits and comfortable working conditions, it will have a negative impact on the willingness to promise. CDB Ningxia Branch staff psychological contract status is mainly affected by employee characteristics, management model and other factors. Some suggestions are put forward to implement the psychological contract management of employees: first, to clarify the overall goal and management concept of the enterprise, and to establish a people-oriented enterprise culture; The second is to establish a good development relationship between the organization and the staff, to set up the channel of communication between the organization and the staff, the third is to pay attention to the influence of the key link and the change of the employee's position, and to carry out the whole process management of the psychological contract. Fourth, strengthen the differentiated management of staff, further improve the incentive mechanism and other means.
【学位授予单位】：宁夏大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F272.92;F832.33
本文编号：2314916
[Abstract]:In this paper, CDB Ningxia Branch employees as the investigation object, through the questionnaire method, the staff psychological contract empirical study. The results show that the psychological contract of employees in Ningxia Branch of CDB is well constructed, the degree of individual cognition is higher, the commitment will to the organization is strong, the difference between individuals and items is small. The main problems are: employees tend to be more passive to accept management, need to provide good working conditions, and the company should be responsible for their own professional growth and personal basic rights concern, Low expectations for participating in business decisions; The commitment of employees to complete basic work is higher, but the willingness to pay extra energy and work is lower. Different characteristic groups (such as gender, job, age, educational background and working years) have some differences in the psychological contract of employees. In addition, if the enterprise is concerned about the work and life of the employees, the employees are more willing to commit to the enterprise; if the enterprise can not provide employees with good salary, benefits and comfortable working conditions, it will have a negative impact on the willingness to promise. CDB Ningxia Branch staff psychological contract status is mainly affected by employee characteristics, management model and other factors. Some suggestions are put forward to implement the psychological contract management of employees: first, to clarify the overall goal and management concept of the enterprise, and to establish a people-oriented enterprise culture; The second is to establish a good development relationship between the organization and the staff, to set up the channel of communication between the organization and the staff, the third is to pay attention to the influence of the key link and the change of the employee's position, and to carry out the whole process management of the psychological contract. Fourth, strengthen the differentiated management of staff, further improve the incentive mechanism and other means.
【学位授予单位】：宁夏大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F272.92;F832.33
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