D公司员工敬业度诊断研究

发布时间：2017-12-31 12:04

本文关键词：D公司员工敬业度诊断研究　出处：《华南理工大学》2015年硕士论文　论文类型：学位论文

【摘要】：汽车行业最近几年在中国发展势头迅猛,但是同样也面临着很大的挑战。整车厂需要根据来自经销商的预测进行订单拉动式的生产,这种生产模式需要在在客户提交订单后的几天内交付汽车。因此,整车厂和供应商必须具备非常快速的响应能力,比如稳定的生产效率、良好的设备运行状况、能随时调用的熟练工人,从而生产出具有稳定质量的产品满足客户交期。D公司主要为整车厂生产配套汽车座椅,属于整车厂一级供应商。D公司具有稳定的生产设备、生产能力和先进的运营管理系统,完全可以满足客户的要求,目前面临最大的问题就是订单波动引起的人员波动。如客户实际的订单比预测的多,则公司需要紧急招聘并对新员工进行培训上岗,或者需要现有的员工加班加点完成生产任务。如客户实际的订单比预测的少,则现有的部门员工会面临放假,导致员工收入减少;如订单减少严重且预测持续时间较长的情况下,甚至需要裁减人员。因此,保持良好的员工敬业度,对D公司的正常运营尤为重要。本文基于敬业度的相关理论和文献进行研究。首先论文界定了敬业度的概念、有关的文献,提出诊断研究的目标和研究思路。接着介绍了D公司的发展历史和人力资源管理的基本状况,详细分析了敬业度诊断的重要性和背景因素。在论文的第三章重点介绍了诊断分析所需要的数据收集和数据分析结果。论文通过设计员工敬业度调查问卷和实施调查,采用访谈和问卷的方式进行诊断,其中有效问卷回收258份。运用SPSS17.0统计分析软件,对调查结果进行相关分析和回归分析,最终找出影响D公司员工敬业的四大主要因素,并结合公司现状给出提升对策。研究表明,影响D公司员工敬业度的主要有四大因素,包括员工在工作中的参与度及归属感、公司对员工的认可与激励、员工沟通、员工在公司的进步和发展。基于所诊断出的影响敬业度提升的因素,本文最后给出了提升员工敬业度的对策,包括通过让员工参与决策提高员工参与及归属感;通过对管理人员进行培训和辅导,提升管理技巧;优化公司的绩效评估制度,加强业绩评估有效性及激励的公平性;完善公司的员工进步和发展机制,为员工发展提供更好的平台。
[Abstract]:The auto industry has been growing rapidly in China in recent years, but it is also facing great challenges. This mode of production requires the delivery of the car within a few days after the customer submits the order. Therefore, the vehicle plant and supplier must have a very rapid response capacity, such as stable production efficiency, good equipment operation. Skilled workers who can be used at any time to produce products of stable quality to meet the customer delivery period. D company mainly for the vehicle plant production of supporting car seats. Belongs to the vehicle factory first class supplier. D company has the stable production equipment, the production capacity and the advanced operation management system, completely can satisfy the customer's request. At present, the biggest problem is the fluctuation of personnel caused by the fluctuation of orders. If the actual orders of customers are more than predicted, the company needs to recruit urgently and train new employees. If the customer's actual orders are less than predicted, the existing department staff will face a holiday, resulting in reduced employee income; If the order reduction is severe and the forecast duration is long, even need to cut staff. Therefore, maintain good employee engagement. The normal operation of company D is particularly important. This paper based on the related theory and literature of engagement. Firstly, the paper defines the concept of engagement, related literature. Then the development history of D company and the basic situation of human resource management are introduced. The importance and background factors of engagement diagnosis were analyzed in detail. In the third chapter, the data collection and data analysis results needed for diagnosis and analysis were introduced. The questionnaire and implementation of employee engagement questionnaire were designed. Investigation. Interviews and questionnaires were used for diagnosis, of which 258 effective questionnaires were collected. Using SPSS17.0 statistical analysis software, correlation analysis and regression analysis of the results were carried out. Finally find out the four main factors that affect the employee engagement of company D, and combined with the current situation of the company to give the promotion countermeasures. The study shows that there are four main factors that affect the employee engagement of company D. Including employee's participation and sense of belonging, the company's recognition and encouragement to employees, employee communication, employee's progress and development in the company. Based on the diagnosis of factors affecting the promotion of engagement. Finally, this paper gives the countermeasures to improve the employee engagement, including the promotion of employee participation and sense of belonging through the participation of employees in decision-making. Improve management skills by training and coaching managers; Optimize the company's performance evaluation system, strengthen the effectiveness of performance evaluation and the fairness of incentives; Improve the company's staff progress and development mechanism to provide a better platform for staff development.
【学位授予单位】：华南理工大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272.92;F426.471

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