邯钢公司基层操作员工激励机制研究

发布时间：2018-06-18 11:09

本文选题：基层员工 + 激励机制　；参考：《东北大学》2014年硕士论文

【摘要】：近年来,我国钢铁行业产能长期过剩,市场需求严重不足,大部分钢铁企业处于亏损状态,开始探索转型升级的发展道路,并相继实施了联合重组、减员增效等一系列改革措施,很多钢铁企业员工收入锐减,挫伤了工作积极性。建立一套行之有效的员工激励机制,实现人力资源高效利用,成为许多钢铁企业改革创新的重要组成部分。邯钢公司是一个有着50多年历史的大型国有企业,曾经以"模拟市场,成本核算"创造了闻名全国的"邯钢经验",成为我国国有企业先进典型。近些年来,随着钢铁行业整体形势下滑,邯钢公司也遇到了前所未有的困难。邯钢公司共有基层操作员工1.9万名,受传统国有企业体制的影响,员工思想理念一时难以跟进企业改革步伐,职业倦怠现象较为普遍,工作的积极性和主动性亟待提高。本文基于对钢铁行业未来形势的判断,结合邯钢公司的实际情况,以马斯洛层次需求理论、赫兹伯格双因素理论等激励理论为指导,通过调查分析法,归纳总结法等方法,针对基层员工实际需要,分析基层员工的结构和特点,以构建"人尽其才,才尽其用"的人才环境为目标,从薪酬激励、绩效考评、培训激励、职业发展规划、精神激励等五个方面,有针对性地研究制定适合邯钢公司发展需要的基层操作员工激励方案。在薪酬激励方面,设计了职工岗位成长工资,解决职工在同一岗位长期工作薪酬难以提高的问题;在职工绩效考评方面,突出关键指标,同时又兼顾全面客观;在培训激励方面,针对不同需求进行不同培训,实现培训实用管用;在职业发展规划方面,设计出员工双H型晋升通道,让员工看到发展进步的希望;在精神激励方面,与时代接轨,使精神激励更有时代感。五个激励方面的综合运用,最大限度地调动基层操作员工的积极性和主动性,助力员工快速成长成才,为公司的科学健康发展打造强有力的人才支持。
[Abstract]:In recent years, China's iron and steel industry has a long period of overcapacity and a serious shortage of market demand. Most iron and steel enterprises are in a state of loss. They have begun to explore the development path of transformation and upgrading, and have successively implemented joint reorganization. A series of reform measures, such as reducing staff and increasing efficiency, reduced the income of many iron and steel enterprises and hurt their enthusiasm. It has become an important part of many iron and steel enterprises to establish an effective staff incentive mechanism and realize the efficient use of human resources. Handan Iron and Steel Company is a large state-owned enterprise with a history of more than 50 years. It has created the "Hangang experience" which is famous for its "simulated market and cost accounting", and has become an advanced example of state-owned enterprises in China. In recent years, with the overall situation of the steel industry sliding, Hangang also encountered unprecedented difficulties. Handan Iron and Steel Co., Ltd has 19000 basic operating staff. Under the influence of the traditional state-owned enterprise system, it is difficult for the employees to follow the pace of enterprise reform, the phenomenon of job burnout is relatively common, and the enthusiasm and initiative of work need to be improved. Based on the judgment of the future situation of iron and steel industry, combined with the actual situation of Handan Iron and Steel Company, and guided by Maslow's hierarchy demand theory and Herzberg's two-factor theory, the paper summarizes the method by means of investigation and analysis. In view of the actual needs of grass-roots employees, this paper analyzes the structure and characteristics of grass-roots employees, aiming at the construction of a talent environment of "making the best use of the talents of people", from the aspects of salary incentive, performance appraisal, training incentive, career development planning, etc. Five aspects, such as spiritual motivation, are studied and formulated to meet the needs of Handan Iron and Steel Co., Ltd. In the aspect of salary incentive, the paper designs the growth salary of the staff and workers, solves the problem that it is difficult to improve the salary of the staff and workers in the same post for a long time, stresses the key index in the aspect of the employee's performance appraisal, and at the same time, takes into account the comprehensive and objective. In the aspect of training incentive, according to the different needs of different training, to achieve practical use of training; in the career development planning, design staff double H promotion channel, let the staff see the hope of development and progress; in the aspect of spiritual motivation, In line with the times, the spirit of inspiration has a more sense of the times. The comprehensive application of the five motivations can mobilize the enthusiasm and initiative of the basic operating staff to the maximum extent, help the staff to grow rapidly and become talented people, and create a strong talent support for the scientific and healthy development of the company.
【学位授予单位】：东北大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.92;F426.32

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