A制造公司新生代员工激励机制研究

发布时间：2018-05-11 15:19

本文选题：激励机制 + 新生代员工　；参考：《广东财经大学》2017年硕士论文

【摘要】：当今市场企业的竞争实际就是人才的竞争,如何求才、用才、育才、激才和留才是企业战略问题,也是企业保持长久竞争力的关键。截止2011年底,我国新生代(出生于80年代和90年代的人)就已经达到了四亿多人,很大一部分人已经步入职场,是国内企业重要的生力军。现如今,制造业内新生代员工的流动比例较高,这给企业造成很大的管理困扰。因而,如何高效的激励新生代员工,降低离职率成为了企业发展的新挑战。新生代员工,即年轻的一代员工,特指那些出生于80年代后,并且已经步入职场的群体。由于出生环境的不同,新生代员工具有截然不同于老生代员工的个性特征,主要表现如下:自我意识强、知识水平高、创新意识较强、情绪化、忠诚度低、成就感强、渴望实现自我价值等特征,传统的激励方法并不适用他们,新生代员工的管理逐渐受到了管理者和管理学学者们的重视。只有充分了解新生代员工的需求后,再针对需求制定相关的激励措施,才能充分的刺激他们的主动性和积极性,起到很好的激励效果,促进企业的长期发展。本文通过对国内外研究文献的梳理,以A制造公司为研究对象,通过问卷调查和访谈法,对A制造公司的员工需求进行分析,并结合公司激励现状,总结了A制造公司内部新生代员工的激励机制存在的不足。针对这些问题,基于马斯洛需求层次理论对新生代员工的激励机制进行优化,从薪酬福利体制、业绩考核体系、工作环境和学习培训体系等方面提出了激励建议。此建议能帮助优化A制造公司的激励机制,并提高公司新生代员工的满意度,降低新生代员工的离职率,为公司创造更多的价值,还能为其他制造型企业提供对应的借鉴作用。
[Abstract]:Nowadays, the competition of enterprises in the market is actually the competition of talents. How to seek, use, cultivate, motivate and stay is the strategic problem of enterprises, and also the key to keep the long-term competitiveness of enterprises. By the end of 2011, China's new generation (born in the 1980s and 1990s) has reached more than 400 million people, a large number of people have entered the workplace, is an important new force of domestic enterprises. Nowadays, the new generation of workers in the manufacturing industry has a high turnover rate, which is a great management problem for enterprises. Therefore, how to efficiently motivate the new generation of employees and reduce the turnover rate has become a new challenge for the development of enterprises. The new generation of employees, that is, the younger generation, especially those born in the 1980s, and have entered the workplace. Due to the difference of birth environment, the new generation employees have different personality characteristics from those of the old generation, which are shown as follows: strong self-awareness, high level of knowledge, strong sense of innovation, emotional, low loyalty, strong sense of achievement. Eager to realize the characteristics of self-worth, the traditional incentive methods do not apply to them, and the management of the new generation of employees has gradually been attached importance to by managers and management scholars. Only when we fully understand the needs of the new generation of employees and then formulate relevant incentive measures to meet the needs, can we fully stimulate their initiative and enthusiasm, play a very good incentive effect, and promote the long-term development of enterprises. Through combing the domestic and foreign research literature, taking A manufacturing company as the research object, through the questionnaire survey and the interview method, this paper analyzes the employee demand of A manufacturing company, and combines the current situation of company incentive. This paper summarizes the shortcomings of the incentive mechanism of the new generation of employees in A manufacturing company. Aiming at these problems, this paper optimizes the incentive mechanism of the new generation of employees based on Maslow's hierarchy of demand theory, and puts forward some incentive suggestions from the aspects of salary and welfare system, performance appraisal system, work environment and learning and training system. This suggestion can help to optimize the incentive mechanism of A manufacturing company, improve the satisfaction of the new generation of employees, reduce the turnover rate of the new generation of employees, create more value for the company, and provide corresponding reference for other manufacturing enterprises.
【学位授予单位】：广东财经大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F426.6

【参考文献】