基于心理契约的HY公司全面薪酬激励研究

发布时间：2018-05-09 01:26

本文选题：心理契约 + 全面薪酬　；参考：《北京交通大学》2015年硕士论文

【摘要】：目前我国钢铁行业整体已经步入深度调整阶段,围绕价格的竞争日趋白热化,降本增效已经成为钢企利润的主要来源。管理学大师彼得德鲁克认为人力资源是最未有效利用的资源,企业的核心竞争力将会是企业所拥有的知识和人才。因此,如何全面激励员工挖掘企业人力资源自身潜力以降低成本、提高生产效率,成为钢铁企业持续健康发展面临的重大课题。本文在对HY公司人力资源管理现状研究的基础上,将占HY公司员工中大多数,拥有一定的技术或技能,工作以生产一线重复性劳动为主的员工定义为“基层技术员工”。他们的工作态度和工作质量对成本、质量和效率产生着直接影响,他们是HY公司产品质量稳定性和先进性的保障,可以说,他们是HY公司产品核心竞争力的创造者。因此,对于HY公司来讲,对这一群体进行研究现实意义重大。本文从心理契约和全面薪酬理论出发,通过半结构化访谈和调查问卷的方法分析HY公司基层技术员工心理契约现状,探寻是否存在心理契约违背；如果存在,其根源是什么,是否与既有的激励体系有关。在对上述问题进行剖析的基础上,提出了全面薪酬的解决方案和策略。全面薪酬策略既重视外在薪酬又强调内在薪酬,有着全面激励的特点,不但满足了基层技术员工的物质需求还能满足他们的精神需求,是解决这一群体心理契约违背的有效手段。HY公司通过全面薪酬激励体系的设计和实施能不断地满足基层技术员工交易维度、发展维度和关系维度的心理契约,从而不断加强对基层技术员工全面激励和有效管理。本文应用心理契约理论指导HY公司全面激励体系的设计,在如何将心理契约理论运用于人力资源管理实践方面,做出了一定的探索和创新。同时,本文为以下论断提供了一个个案佐证：员工心理契约是企业人力资源管理的重要内容,且随着时代的发展,会发挥越来越重要的作用,因此,现代企业的薪酬激励体系设计不但要重视有明确条文的契约,还要注重员工的心理契约,在进行物质激励的同时更应注重精神激励。本文力求在理论上也有所建树。从笔者所掌握的资料看,国内有不少学者就心理契约视角的激励体系这一课题,以知识型员工或技能型员工为对象进行研究,而本文在面向的群体上与以往研究有所不同,从而使本论文的研究成果对于存在类似问题的企业有着现实的参考价值。
[Abstract]:At present, the iron and steel industry of our country has stepped into the stage of deep adjustment, the competition around the price is becoming more and more intense, and reducing the cost and increasing efficiency has become the main source of the profit of the steel enterprises. Peter Drucker, a master of management, believes that human resources are the least effective resources, and that the core competence of an enterprise will be the knowledge and talent it possesses. Therefore, how to encourage employees to tap the potential of human resources in order to reduce costs and improve production efficiency has become a major issue facing the sustainable and healthy development of iron and steel enterprises. On the basis of the research on the present situation of human resource management in HY Company, this paper defines the employees, who account for the majority of the employees in HY Company, who have certain skills or skills, who work mainly in the production line of repetitive labor, as "grass-roots technical staff". Their working attitude and work quality have a direct impact on the cost, quality and efficiency. They are the guarantee of HY company's product quality stability and advancement. They can be said to be the creators of HY company's core competitiveness. Therefore, for HY Company, the research on this group is of great practical significance. Based on the theory of psychological contract and total compensation, this paper analyzes the present situation of psychological contract of HY company's grass-roots technical staff through semi-structured interview and questionnaire, and explores whether there exists psychological contract breach; if so, what is its root? Whether it is related to the existing incentive system. On the basis of analyzing the above problems, the paper puts forward the solution and strategy of total compensation. The overall compensation strategy not only attaches importance to the external compensation but also the internal compensation, and has the characteristics of comprehensive incentive, which not only meets the material needs of grass-roots technical staff, but also meets their spiritual needs. It is an effective way to solve the breach of group psychological contract. Through the design and implementation of the overall salary incentive system, HY Company can continuously satisfy the transaction dimension, development dimension and relationship dimension of grass-roots technical staff. So as to strengthen the grass-roots technical staff comprehensive incentive and effective management. This paper applies the theory of psychological contract to guide the design of HY Company's overall incentive system, and makes a certain exploration and innovation on how to apply the theory of psychological contract to the practice of human resources management. At the same time, this paper provides a case study for the following conclusions: employee psychological contract is an important content of enterprise human resource management, and with the development of the times, it will play a more and more important role. The design of modern enterprise's salary incentive system should not only pay attention to the contract with clear provisions, but also pay attention to the psychological contract of the staff, and pay more attention to the spiritual incentive while carrying on the material incentive. This paper tries to make some achievements in theory. From the data that the author has mastered, there are many scholars in our country who study the incentive system from the perspective of psychological contract with knowledge workers or skilled employees as the object of study, but this paper is different from the previous research on the group oriented. Therefore, the research results of this paper have practical reference value for enterprises with similar problems.
【学位授予单位】：北京交通大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272.92;F426.31

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