某小型国有物业企业员工激励研究
发布时间：2018-09-13 16:21
【摘要】：1981年第一家物业公司在深圳成立以来,我国物业行业已经发展了近33个年头。随着我国国民经济的快速发展,物业服务行业迅速发展扩大。2007年《物权法》出台并规定物业管理企业更名为“物业服务企业”后,物业行业被正式纳入第三产业,即服务业的范畴,而作为服务业之间竞争资本的人才竞争越来越受到物业从业者的重视。物业服务行业的专业化、规模化、市场化行为已经出现在北上广(北京、上海、广州)以及深圳等发达城市,物业经营规模也在不断的壮大。物业服务行业作为新兴行业,在推动国民经济增长、社会就业增加方面正在做出巨大的贡献。然而,摆在我们面前的现实是我国中小物业企业员工队伍极不稳定,员工流动频繁,导致组织的稳定性受到影响,创新能力越来越弱,可持续性发展面临挑战。因此,企业要想持续、稳定、健康的发展并在剧烈的市场竞争中取得胜利,必须成功建立并落实员工激励措施,充分发挥员工的内在动力。HT物业公司和大多数国有企业一样,也面临着严峻的员工激励问题。本文将基于组织发展的生命周期理论,综合考虑企业战略、企业优势、员工激励等方面,以HT物业公司为研究对象,浅析其运营特点,并试从HT物业企业特点、员工年龄结构、员工就业和管理心理、薪酬体系、绩效考核体系、公司企业文化、员工培训、组织氛围、职业生涯等角度,通过相关工具进行定性分析和一定的量化分析,全面系统地对HT物业公司现有激励机制进行讨论,并对其不足部分加以探讨,从而解决该公司员工执行力低,离职率高等问题,旨在为该类公司更好地激励员工,从抓住员工的切实需求入手,量身定做一份适合员工的激励措施,充分调动员工的热情和主动性,使其获得较高的工作满意度,从而最终使企业获得良好的发展。
[Abstract]:Since the first property company was founded in Shenzhen in 1981, China's property industry has developed for nearly 33 years. With the rapid development of our national economy and the rapid development of the property service industry, the property management enterprise was formally brought into the tertiary industry after the property Law was issued in 2007 and the property management enterprise was renamed as the "property service enterprise". That is, the category of service industry, and as a competitive capital between the service industry, the talent competition has been paid more and more attention by the property practitioners. The specialization, scale and marketization of the property service industry have already appeared in the developed cities such as Beijing, Shanghai, Guangzhou and Shenzhen, and the scale of property management is also growing. As a new industry, the property service industry is making great contribution in promoting the growth of national economy and increasing social employment. However, the reality in front of us is that the staff of small and medium-sized property enterprises in our country is extremely unstable and the staff flow frequently, which results in the stability of the organization being affected, the innovation ability becoming weaker and weaker, and the sustainable development facing the challenge. Therefore, if the enterprise wants to develop continuously, steadily and healthily and win in the fierce market competition, it must successfully establish and implement the staff incentive measures, and give full play to the employees' intrinsic motive force. HT property company is like most state-owned enterprises. Also faces the stern staff incentive question. Based on the life cycle theory of organizational development, this paper will take HT property company as the research object, analyze its operation characteristics, and try to analyze the characteristics of HT property enterprise and the age structure of employees, taking the HT property company as the research object, considering the enterprise strategy, the enterprise advantage, the employee motivation and so on. Employee employment and management psychology, compensation system, performance appraisal system, corporate culture, employee training, organizational atmosphere, career and other angles, through the relevant tools to carry out qualitative analysis and quantitative analysis, This paper comprehensively and systematically discusses the existing incentive mechanism of HT property company, and discusses its shortcomings, so as to solve the problems of low executive power and high turnover rate of employees in this company, in order to motivate the employees better for this kind of company. Starting with the actual needs of the employees, we should make a suitable incentive measure for the employees, fully mobilize the enthusiasm and initiative of the employees, make them obtain higher job satisfaction, and finally make the enterprise obtain a good development.
【学位授予单位】：天津大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.92;F259.23
本文编号：2241698
[Abstract]:Since the first property company was founded in Shenzhen in 1981, China's property industry has developed for nearly 33 years. With the rapid development of our national economy and the rapid development of the property service industry, the property management enterprise was formally brought into the tertiary industry after the property Law was issued in 2007 and the property management enterprise was renamed as the "property service enterprise". That is, the category of service industry, and as a competitive capital between the service industry, the talent competition has been paid more and more attention by the property practitioners. The specialization, scale and marketization of the property service industry have already appeared in the developed cities such as Beijing, Shanghai, Guangzhou and Shenzhen, and the scale of property management is also growing. As a new industry, the property service industry is making great contribution in promoting the growth of national economy and increasing social employment. However, the reality in front of us is that the staff of small and medium-sized property enterprises in our country is extremely unstable and the staff flow frequently, which results in the stability of the organization being affected, the innovation ability becoming weaker and weaker, and the sustainable development facing the challenge. Therefore, if the enterprise wants to develop continuously, steadily and healthily and win in the fierce market competition, it must successfully establish and implement the staff incentive measures, and give full play to the employees' intrinsic motive force. HT property company is like most state-owned enterprises. Also faces the stern staff incentive question. Based on the life cycle theory of organizational development, this paper will take HT property company as the research object, analyze its operation characteristics, and try to analyze the characteristics of HT property enterprise and the age structure of employees, taking the HT property company as the research object, considering the enterprise strategy, the enterprise advantage, the employee motivation and so on. Employee employment and management psychology, compensation system, performance appraisal system, corporate culture, employee training, organizational atmosphere, career and other angles, through the relevant tools to carry out qualitative analysis and quantitative analysis, This paper comprehensively and systematically discusses the existing incentive mechanism of HT property company, and discusses its shortcomings, so as to solve the problems of low executive power and high turnover rate of employees in this company, in order to motivate the employees better for this kind of company. Starting with the actual needs of the employees, we should make a suitable incentive measure for the employees, fully mobilize the enthusiasm and initiative of the employees, make them obtain higher job satisfaction, and finally make the enterprise obtain a good development.
【学位授予单位】：天津大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.92;F259.23
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