晋煤集团“新生代”知识型员工激励问题研究

发布时间：2018-06-24 10:40

本文选题：晋煤集团 + 知识型员工　；参考：《太原理工大学》2014年硕士论文

【摘要】：激励问题一直是管理学界的研究热点,本研究通过问卷调查方式进行实证研究,对晋煤集团“新生代”知识型员工的激励问题进行了研究。本文认为晋煤集团当前对于“新生代”知识型员工的激励存在一定的问题。首先是薪酬制定不合理。薪酬体系未能体现岗位价值,技术人员与管理人员的收入差异,存在同工不同酬现象。其次是绩效考核缺乏激励。绩效管理中缺少对参与者的相关培训,绩效考核指标缺乏针对性,缺少对“新生代”知识型员工的行为过程控制。再次是培训体系不健全。对“新生代”知识型员工培训工作重视程度不够,对“新生代”知识型员工安全培训教育方式不合理,对“新生代”知识型员工教育培训制度不完善。另外,对于“新生代”知识型员工的激励缺乏差异化,福利制度有待改善。然后,本文采用SPSS17.0统计软件,对调研问卷所收集的数据进行分析,在对问卷的信度与效度进行检验的基础上,对集团“新生代”知识型员工激励因素进行了探讨。研究认为,晋煤集团对“新生代”知识型员工进行管理时,应顺应他们的特点,采取有效的方式来激励他们,对他们进行有效的管理,首先要完善集团对于“新生代”知识型员工的薪酬激励措施,要合理优化薪酬体系,制定年功序列薪酬制度,调整责任薪酬比例,按时发放技能津贴,逐步提高福利待遇。其次要制定基于“新生代”知识型员工组织融入的激励策略,本文设计的策略包括企业文化激励、平等尊重激励及信任授权激励。此外,为“新生代”知识型员工制定自我实现的激励策略。制定完善的培训激励措施,特别是要完善培训评价和反馈机制。明确“新生代”知识型员工的职业生涯方向,健全完善人才队伍的接续计划,创建多条职业生涯平台等方式对激发“新生代”知识型员工积极性也十分必要。总之,要想激励“新生代”知识型员工,就必须依据“新生代”知识型员工的不同需求特征,采取针对性的措施,完善制度,形成机制。
[Abstract]:Incentive problem has always been a hot research topic in the field of management. This research has carried on the empirical research through the questionnaire investigation, has carried on the research to the Shanxi coal group "new generation" the knowledge worker's incentive question. This paper holds that there are some problems in the motivation of the new generation of knowledge workers in Jin Coal Group. The first is that pay is not reasonable. The salary system fails to reflect the value of the post, the difference of income between technicians and managers, and the phenomenon of different pay for equal work. The second is the lack of incentive performance appraisal. In performance management, there is a lack of relevant training for participants, a lack of targeted performance appraisal indicators, and a lack of behavioral process control for the "new generation" knowledge workers. Again, the training system is not sound. It is not enough to pay attention to the training work of the "new generation" knowledge workers, unreasonable to the "new generation" knowledge workers' safety training education methods, and imperfect to the "new generation" knowledge workers' education and training system. In addition, the incentive for the new generation of knowledge workers lacks differentiation, and the welfare system needs to be improved. Then, using SPSS 17.0 statistical software, this paper analyzes the data collected by the questionnaire, and on the basis of testing the reliability and validity of the questionnaire, discusses the motivation factors of the "new generation" knowledge workers of the Group. The research believes that when Jinmei Group manages the "new generation" knowledge workers, it should conform to their characteristics, adopt effective ways to motivate them and manage them effectively. First of all, we should perfect the group's salary incentive measures for the "new generation" knowledge workers, optimize the salary system reasonably, formulate the annual merit sequence salary system, adjust the proportion of the responsibility salary, pay the skill allowance on time, and gradually improve the welfare treatment. Secondly, the incentive strategies based on the "new generation" knowledge workers' organization integration should be formulated. The strategies designed in this paper include corporate culture incentive, equal respect incentive and trust authorization incentive. In addition, for the "new generation" knowledge workers to develop self-actualization incentive strategy. Make perfect training incentives, especially improve training evaluation and feedback mechanism. It is also necessary to clarify the career direction of the "new generation" knowledge workers, perfect the succession plan of the talent team, and create several career platforms to stimulate the enthusiasm of the "new generation" knowledge workers. In a word, if we want to encourage the "new generation" knowledge workers, we must adopt targeted measures, perfect the system and form the mechanism according to the different demand characteristics of the "new generation" knowledge workers.
【学位授予单位】：太原理工大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.21;F272.92

【参考文献】