A企业技术人员激励机制改进研究

发布时间：2018-06-19 17:28

本文选题：激励机制 + 汽车装备　；参考：《广东外语外贸大学》2016年硕士论文

【摘要】：在工业4.0的大环境下,越来越多的企业逐渐从制造业向智能化转型,明珞装备作为中国华南区最强的汽车装备民营企业能否顺利转型升级,企业人才是实现企业转型的关键,而企业人才最核心的又是技术人才。明珞装备从2008年创建时期的8人,发展到今天五百多人,销售额从最初的几十万元到现在的6亿多元,如果技术人才的才能无法跟上集团快速发展的步伐,那么明珞装备要打造成百亿级的国内最强的汽车装备行业龙头老大也只能望洋兴叹。怎样通过激励的方式稳定公司技术人员以及怎样将这些技术人员的才能最大化的发挥出来是明珞装备人力资源部需要解决的一个难题.本文共由六章组成,第一章为绪论,介绍了研究的背景和意义、研究内容等;第二章是关于激励理论的相关理论概述;第三章介绍了明珞装备和明珞装备技术人员的特点,明珞技术人员占企业员工总人数的55%,平均年龄29.3岁,平均工作经验6年,历年技术人员平均离职率达20%。63%的技术人员具有大学本科学历,他们受过系统的专业教育,掌握着一定的专业知识和技能,由于受教育水平较高的缘故,个人素质高,传统组织层级中的职位权威对他们往往不具有绝对的控制力和约束力。而公司又是项目型的公司,技术人员长期需要在客户现场解决问题,现场压力比较大,完全需要技术人员独立解决现场出现的各种问题,所以传统的激励方式对他们也逐渐失去吸引力。通过从薪酬分配体系、晋升机制、领导认可、企业文化、奖金及授权、绩效考核六个维度进行满意度问卷调查法分析,得出技术人员在薪酬分配体系、晋升机制、奖金及授权、绩效考核满意度只有6(最高分值为10),通过方差分析分析现有的激励制度存的局限性以及造成这些局限性的原因;第五章通过前期的分析,结合公司技术人员特点,设计适应公司战略的激励机制以及优化策略,比如非管理岗位技术人员的晋升机制、股权分红机制、更多授权激发员工的自主性与创造性、按需设置弹性的激励制度、建立基于岗位胜任力模型的员工个人发展体系;第六章介绍实行新激励机制与措施所遇到的挑战。通过这一系列的激励制度落实,公司2016年技术人员离职率降到12%,营业额提升到9.6亿元。
[Abstract]:In the environment of industry 4.0, more and more enterprises are gradually transforming from manufacturing industry to intelligence. Minluo equipment, as the strongest private enterprise of automobile equipment in South China, can be transformed and upgraded smoothly, and enterprise talents are the key to realize the transformation of enterprises. But the enterprise talented person most core is the technical talented person again. Ming Luo equipment has grown from eight people in the period of its founding in 2008 to more than 500 people today, with sales from the initial several hundred thousand yuan to 600 million yuan now. If the talent of technical personnel cannot keep up with the rapid development of the group, Then Ming-Luo equipment to build into a 10 billion level of the strongest domestic automotive equipment industry leader can only sigh. How to stabilize the technicians and how to maximize the talents of these technicians is a difficult problem for Minro equipment Human Resources Department to solve. This paper is composed of six chapters, the first chapter is the introduction, which introduces the background and significance of the research, the research content and so on; the second chapter is an overview of the relevant theories about incentive theory; the third chapter introduces the characteristics of Ming Luo equipment and Ming Luo equipment technicians. Ming Luo technicians account for 55% of the total number of employees in the enterprise. The average age is 29.3 years, and the average working experience is six years. The technical personnel with an average turnover rate of 20.63% over the years have a university degree, and they have a systematic professional education. Master certain professional knowledge and skills, because of the higher education level, the personal quality is high, the position authority in the traditional organization level often does not have the absolute control and the binding force to them. The company is also a project-based company, and technical personnel need to solve problems on the spot of customers for a long time. The pressure on the spot is relatively high, and it is completely necessary for technical personnel to solve all kinds of problems that appear on the spot independently. Therefore, the traditional incentives for them are gradually losing their appeal. Through the analysis of satisfaction questionnaire from six dimensions of salary distribution system, promotion mechanism, leadership recognition, corporate culture, bonus and authorization, and performance appraisal, it is concluded that the technical personnel in the salary distribution system, the promotion mechanism, the bonus and the authorization, the technical personnel in the salary distribution system, the promotion mechanism, the bonus and the authorization. Performance appraisal satisfaction is only 6 (the highest score is 10), through variance analysis of the limitations of the existing incentive system and the causes of these limitations; chapter five through the previous analysis, combined with the characteristics of the company's technical personnel, Design incentive mechanism and optimization strategy to adapt to company strategy, such as promotion mechanism of technical personnel in non-managerial position, equity dividend mechanism, more authorization to stimulate the autonomy and creativity of employees, and set up flexible incentive system on demand. The sixth chapter introduces the challenge of implementing the new incentive mechanism and measures. Through the implementation of this series of incentives, the company's technical staff turnover rate dropped to 12 in 2016, and turnover increased to 960 million yuan.
【学位授予单位】：广东外语外贸大学
【学位级别】：硕士
【学位授予年份】：2016
【分类号】：F272.92

【参考文献】