E高校后勤编外员工的激励研究
发布时间：2018-08-19 13:36
【摘要】：高校后勤编外员工的激励研究，有着深刻的理论研究与实践探索意义。高校的后勤服务工作，承担着教学、科研等事业发展的大量基础性保障任务。随着社会主义市场经济体制的逐步完善，作为高校后勤人力资本主体的编外员工，其工作业绩的好坏直接影响着高校后勤的实际效益。在新的形势下，规范建立积极、合理的激励模式，充分调动编外员工这一群体的工作主动性，有效发挥他们的创造性，保持强劲的生命力与竞争力，已然成为摆在各高校后勤面前的重要课题。 论文首先对文献及理论的阅读、分析与整理，评述国内外关于高校后勤编外员工激励问题的研究，探寻本选题的研究内容与对象，从理论研究的角度分析了高校后勤编外员工的特点、共性需求以及激励管理存在的问题。其次对E高校后勤服务总公司的146名编外员工进行问卷调查，系统归纳了E高校后勤针对编外员工的实践激励举措，详细分析了E高校后勤编外员工的特点以及激励方面存在的主要问题。最后在综合理论研究和实证研究相关成果的基础上，注重运用激励理论进行结果解释，从而提出适用于高校后勤编外员工的有效激励形式，优化编外员工激励体系的举措，以及建立与编外员工激励相适应的约束机制。 建立科学合理的高校后勤编外员工的激励体系，是一项复杂的系统工程。本文在归纳总结的基础上，提出了一些建议：首先是正确看待编外员工这一群体。编外员工是高校后勤主体组成部分，不可或缺，同时，，要辨证客观地看待编外员工的流动性，稳定编外员工队伍的关键是要保持好20%核心骨干员工的稳定性。其次，注重激励方式的综合运用。要激发好编外员工这一群体的工作积极性和创造性，需要依赖于多种激励方式的综合运用与有机融合，尤其是物质激励、发展激励和情感激励这3种激励。接着，注重分类分层进行激励。对编外员工要根据不同岗位、不同年龄段等不同的需求来采取不同的激励措施，特别要重视对骨干员工和普通一线员工施行差别激励。最后，注重发挥约束机制的作用。要建立适用编外员工的约束机制，配合激励机制的实施，来发挥出更好的功能与成效，实现人力资源的最优配置。
[Abstract]:The research on the motivation of staff outside the staff of logistics in colleges and universities has profound theoretical and practical significance. The logistic service of colleges and universities undertakes a great deal of basic guarantee tasks for the development of teaching and scientific research. With the gradual improvement of the socialist market economy system, the non-staff, as the main body of university logistics human capital, has a direct impact on the actual benefit of university logistics. Under the new situation, we should standardize the establishment of positive and reasonable incentive models, fully mobilize the work initiative of the non-staff members, effectively bring their creativity into full play, and maintain strong vitality and competitiveness. It has become an important subject in front of the logistics of colleges and universities. First of all, the paper reads, analyzes and arranges the literature and theory, comments on the research on the motivation of non-staff in colleges and universities at home and abroad, and explores the research contents and objects of this topic. From the perspective of theoretical research, this paper analyzes the characteristics, common needs and problems of incentive management of staff outside staff in colleges and universities. Secondly, a questionnaire survey was conducted among 146 non-staff members of E University Logistics Service Corporation, and the practical incentive measures of E university logistics for non-staff were summarized systematically. This paper analyzes in detail the characteristics of E-university staff outside the staff and the main problems in motivating them. Finally, on the basis of comprehensive theoretical research and empirical research on the basis of relevant results, pay attention to the use of incentive theory to explain the results, so as to propose an effective form of incentive for non-staff in colleges and universities, and optimize the non-staff incentive system. And the establishment of non-staff incentives to adapt to the constraint mechanism. It is a complicated system engineering to establish a scientific and reasonable incentive system for staff outside staff. On the basis of summing up, this paper puts forward some suggestions: first of all, we should treat the group of non-staff correctly. Non-staff is the main part of logistics in colleges and universities. At the same time, the key to treat the mobility of non-staff objectively and stabilize the non-staff is to maintain the stability of 20% core key staff. Second, pay attention to the comprehensive use of incentives. In order to stimulate the working enthusiasm and creativity of the non-staff, we need to rely on the comprehensive application and organic integration of various incentive ways, especially the three kinds of incentives: material incentive, development incentive and emotional incentive. Then, pay attention to classification and stratification to stimulate. The non-staff should take different incentive measures according to different posts, different ages and other different needs, especially pay attention to the backbone staff and ordinary front-line employees. Finally, pay attention to play the role of constraint mechanism. It is necessary to establish a suitable constraint mechanism for non-staff and cooperate with the implementation of incentive mechanism to play a better function and effect and to achieve the optimal allocation of human resources.
【学位授予单位】：西安建筑科技大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：G647
本文编号：2191810
[Abstract]:The research on the motivation of staff outside the staff of logistics in colleges and universities has profound theoretical and practical significance. The logistic service of colleges and universities undertakes a great deal of basic guarantee tasks for the development of teaching and scientific research. With the gradual improvement of the socialist market economy system, the non-staff, as the main body of university logistics human capital, has a direct impact on the actual benefit of university logistics. Under the new situation, we should standardize the establishment of positive and reasonable incentive models, fully mobilize the work initiative of the non-staff members, effectively bring their creativity into full play, and maintain strong vitality and competitiveness. It has become an important subject in front of the logistics of colleges and universities. First of all, the paper reads, analyzes and arranges the literature and theory, comments on the research on the motivation of non-staff in colleges and universities at home and abroad, and explores the research contents and objects of this topic. From the perspective of theoretical research, this paper analyzes the characteristics, common needs and problems of incentive management of staff outside staff in colleges and universities. Secondly, a questionnaire survey was conducted among 146 non-staff members of E University Logistics Service Corporation, and the practical incentive measures of E university logistics for non-staff were summarized systematically. This paper analyzes in detail the characteristics of E-university staff outside the staff and the main problems in motivating them. Finally, on the basis of comprehensive theoretical research and empirical research on the basis of relevant results, pay attention to the use of incentive theory to explain the results, so as to propose an effective form of incentive for non-staff in colleges and universities, and optimize the non-staff incentive system. And the establishment of non-staff incentives to adapt to the constraint mechanism. It is a complicated system engineering to establish a scientific and reasonable incentive system for staff outside staff. On the basis of summing up, this paper puts forward some suggestions: first of all, we should treat the group of non-staff correctly. Non-staff is the main part of logistics in colleges and universities. At the same time, the key to treat the mobility of non-staff objectively and stabilize the non-staff is to maintain the stability of 20% core key staff. Second, pay attention to the comprehensive use of incentives. In order to stimulate the working enthusiasm and creativity of the non-staff, we need to rely on the comprehensive application and organic integration of various incentive ways, especially the three kinds of incentives: material incentive, development incentive and emotional incentive. Then, pay attention to classification and stratification to stimulate. The non-staff should take different incentive measures according to different posts, different ages and other different needs, especially pay attention to the backbone staff and ordinary front-line employees. Finally, pay attention to play the role of constraint mechanism. It is necessary to establish a suitable constraint mechanism for non-staff and cooperate with the implementation of incentive mechanism to play a better function and effect and to achieve the optimal allocation of human resources.
【学位授予单位】：西安建筑科技大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：G647
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