Z集团扬州公司新生代员工敬业度分析与对策研究

发布时间：2018-04-02 11:26

本文选题：Z集团　切入点：新生代员工　出处：《扬州大学》2017年硕士论文

【摘要】：员工敬业度问题是国内外不少学者和企业管理者共同关心的话题。他们普遍认为,员工的敬业度对于一个企业的长久发展起着至关重要的作用。员工敬业度越高,企业生产率、客户满意度和企业利润率等一系列企业经营业绩指标也会随之升高。因此,对于一个企业而言,提升员工敬业度水平无疑是提升企业绩效、确保企业可持续发展的有效途径之一。新生代员工作为企业发展的生力军,其敬业度水平的高低直接影响企业整体的敬业度水平。本文基于国有企业和新生代员工这两个特殊要素展开调查研究,旨在为学术界研究国有企业新生代员工敬业度及其影响因素提供有益支持,也能为相关企业的管理实践提供借鉴。本文以Z集团扬州公司为具体研究对象,通过问卷调查的方法对Z集团扬州公司的新生代员工敬业度水平及其可能存在的影响因素进行测量,测量工具主要采用翰威特公司的员工敬业度测量量表和国外关于员工敬业度影响因素的成熟测量量表,并结合该企业的具体实际,分别从上级领导因素、工作团队因素、组织整体因素和员工个体因素这四个方面对该企业新生代员工敬业度的影响因素进行测量和结果分析。经过对调研结果的数据分析得出:Z集团扬州公司新生代员工敬业度水平普遍偏低;上级领导支持力度不够,主管满意度偏低;团队效能感不足,团队工作质量不高;组织支持力度不够,员工满意度偏低;员工自我评价不高,职业发展目标不明等。由问题入手探究其原因发现,造成上述问题的原因有:管理者水平有限、企业文化宣传不到位、薪酬体系不合理、晋升通道狭窄、绩效考核不公开透明、职业规划重视程度不够、人力资源管理职能缺失、存在“人岗不匹配”现象等。据此,本文有针对性地提出了提升Z集团扬州公司新生代员工敬业度水平的对策和策略:一是不断提升管理者的管理水平;二是努力营造“以人为本”的企业文化;三是构建公平合理的薪酬体系;四是提高晋升机制公开透明程度;五是完善绩效考核管理标准体系;六是重视员工培训和职业生涯规划。
[Abstract]:The issue of employee engagement is a common concern of many scholars at home and abroad and corporate managers. They generally believe that employee engagement plays a vital role in the long-term development of an enterprise. A series of business performance indicators such as customer satisfaction and profit rate will also increase. Therefore, for an enterprise, improving employee engagement level is undoubtedly to improve enterprise performance. One of the effective ways to ensure the sustainable development of enterprises. The level of engagement directly affects the overall level of engagement of the enterprise. This paper based on the state-owned enterprises and the new generation of employees these two special elements to carry out an investigation and research. The purpose of this paper is to provide useful support for the academic circles to study the new generation employee engagement of state-owned enterprises and its influencing factors, and also to provide reference for the management practice of related enterprises. This paper takes Yangzhou Company of Z Group as the specific research object. Through the method of questionnaire survey, this paper measures the level of the new generation employees' engagement and its possible influencing factors in Yangzhou Company of Z Group. The measurement tool mainly adopts Hewitt's employee engagement measurement scale and foreign mature measurement scale about the influencing factors of employee engagement, and combines with the actual situation of the enterprise, respectively from the superior leadership factor, the work team factor, The factors influencing the employee engagement of the new generation of employees in this enterprise are measured and analyzed from the four aspects of overall organizational factors and individual factors. Through the data analysis of the survey results, it is concluded that the new generation members of Yangzhou company of the group: Z group. The level of work engagement is generally low; The superior leadership support strength is insufficient, the supervisor satisfaction is low; the team efficacy sense is insufficient, the team work quality is not high; the organization support strength is insufficient, the staff satisfaction is low, the employee self-evaluation is not high, The reasons for the above problems are as follows: limited level of managers, improper publicity of corporate culture, unreasonable salary system, narrow channel for promotion, opaque performance appraisal, and so on, the reasons for the above problems are as follows: limited level of managers, inadequate publicity of corporate culture, unreasonable salary system, narrow channels for promotion, and transparent performance appraisal. The degree of attention to career planning is not enough, the function of human resources management is missing, and the phenomenon of "human resources mismatch" exists. This paper puts forward the countermeasures and strategies to improve the level of employee engagement of the new generation of Yangzhou company: first, to improve the management level of managers, second, to create a "people-oriented" corporate culture; Three is to build a fair and reasonable compensation system; four is to improve the transparency of promotion mechanism; five is to improve the performance appraisal management standard system; six is to attach importance to staff training and career planning.
【学位授予单位】：扬州大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F259.23

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