A市关工委“五老”期望及激励研究

发布时间：2018-03-21 03:33

本文选题：期望　切入点：激励机制　出处：《西南交通大学》2015年硕士论文　论文类型：学位论文

【摘要】：截止2014年年底,A市各级关工委组织共有“五老”近20万人,“五老”配合相关职能部门或“五老”个人开展网吧监督、免费课后辅导班、假日托管学校帮助学生,同时“五老”队伍经常性开展交通文明劝导,承担起青少年安全防范重担,取得明显成效。但是,在关工委“五老”的实际工作中,“五老”队伍并未完全发挥应有的优势和作用。笔者认为A市各级党委、关工委为了更好的激励“五老”队伍的工作积极性,必须立足“五老”的实际期望,研究“五老”期望及激励现状及存在问题,进而给出基于“五老”期望的激励措施,充分了解、关注“五老”队伍,才能真正落实发挥“五老”队伍优势,对建设“五老”队伍和改进“五老”工作具有重要理论意义和实践意义。本文基于心理契约理论、组织承诺理论、激励理论等研究理论基础,对国内外相关研究进行梳理分析,结合对A市关工委“五老”实际发放的调查问卷,以真正了解掌握A关工委“五老”的实际期望及激励情况,进而给出未来““五老””激励措施。通过本文研究,笔者得出以下结论：第一、A市关工委“五老”调查问卷结果显示：“五老”期望包括基本物质保障、组织结构环境、培训学习机会、组织尊重、服务活动设计和自身价值实现六项,并对其重要性进行评定；第二、A市关工委“五老”调查问卷结果显示：“五老”期望存在自身价值实现不足、个人发展预期受挫、所需工作满足感低、个人组织一致性低、物质保障弱等期望问题；第三、A市关工委“五老”调查问卷结果显示：“五老”现有激励措施主要表现在经费补贴方面、制度建设方面、培训教育方面三方面,指出现有““五老””激励措施存在问题：固定激励(未结合”五老”实际期望)、一元激励(未考虑期望的多元性)、静态激励(未考虑期望的动态性)。第四、结合A市关工委“五老”调查问卷结果,笔者给出基于期望满足的“五老”激励的特征,并给出价值实现激励、个人发展激励、工作满足激励、情感沟通激励、物质保障激励、差异化的激励六方面具体激励措施。
[Abstract]:By the end of 2014, the work Committee of Guan at all levels in A City had a total of nearly 200,000 "five elders". The "five elders" cooperated with relevant functional departments or individuals to carry out Internet caf 茅 supervision, free after-school counselling classes, and holiday care schools to help students. At the same time, the "five elderly" troops regularly carried out traffic civilization persuasion, shouldering the heavy burden of safety and precaution for young people, and achieved remarkable results. However, In the actual work of the "five elders" of the Guan work Committee, the "five old" teams have not fully brought into play their due advantages and functions. The author believes that the party committees and the Guan work committees at all levels of the city are in order to better encourage the work enthusiasm of the "five old" teams. Based on the actual expectations of the "five elders", we must study the present situation and existing problems of the expectations and incentives of the "five elders", and then give the incentive measures based on the expectations of the "five elders", and fully understand and pay close attention to the "five elders" team. It is of great theoretical and practical significance to build up the "five elders" team and improve the work of the "five elders". This paper is based on the theory of psychological contract and the theory of organizational commitment. On the basis of motivation theory and other research theories, this paper combs and analyzes the relevant studies at home and abroad, and combines with the questionnaire actually issued by the "five elders" of the Guan work Committee of A City, in order to truly understand the actual expectation and incentive situation of the "five elders" of the A customs work committee. Through the research of this paper, the author draws the following conclusions: first, the questionnaire of "five elders" of Guan work Committee of City A shows that the expectation of "five elders" includes basic material security, organizational structure environment, etc. Training and learning opportunities, organizational respect, design of service activities and realization of their own values are six items, and their importance is assessed. The expectation of personal development is frustrated, the job satisfaction is low, the consistency of individual organization is low, the material security is weak, and so on. The results of the questionnaire survey of the "five elders" of the third City work Committee show that the existing incentive measures for the "five elders" are mainly in the aspects of financial subsidies, system construction, and training and education. It is pointed out that there are some problems in the existing incentive measures of "five old": fixed incentive (not combined with the actual expectation of "five old"), univariate incentive (not considering the diversity of expectation, static incentive (not taking into account the dynamic nature of expectation). 4th, Based on the results of the questionnaire, the author gives the characteristics of the "five elders" incentive based on expectation satisfaction, and gives the value realization incentive, personal development incentive, job satisfaction incentive, emotional communication incentive, material guarantee incentive, and the value realization incentive, the personal development incentive, the job satisfaction incentive, the emotional communication incentive and the material guarantee incentive. Differential incentive six aspects of specific incentive measures.
【学位授予单位】：西南交通大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：D632.2;D669.5

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