新生代员工作为企业发展的生力军,其敬业度水平的高低直接影响企业整体的敬业度水
平。本文基于国有企业和新生代员工这两个特殊要素展开调查研究,旨在为学术界研究国
有企业新生代员工敬业度及其影响因素提供有益支持,也能为相关企业的管理实践提供借
鉴
本文以Z集团扬州公司为具体研究对象,通过问卷调查的方法对Z集团扬州公司的新
生代员工敬业度水平及其可能存在的影响因素进行测量,测量工具主要采用翰威特公司的
员工敬业度测量量表和国外关于员工敬业度影响因素的成熟测量量表,并结合该企业的具
体实际,分别从上级领导因素、工作团队因素、组织整体因素和员工个体因素这四个方面
对该企业新生代员工敬业度的影响因素进行测量和结果分析。经过对调研结果的数据分析
得出:Z集团扬州公司新生代员工敬业度水平普遍偏低;上级领导支持力度不够,主管满
意度偏低;团队效能感不足,团队工作质量不高;组织支持力度不够,员工满意度偏低;
员工自我评价不髙,职业发展目标不明等。由问题入手探宄其原因发现,造成上述问题的
原因有:管理者水平有限、企业文化宣传不到位、薪酬体系不合理、晋升通道狭窄、绩效
考核不公开透明、职业规划重视程度不够、人力资源管理职能缺失、存在“人岗不匹配”
现象等。据此,本文有针对性地提出了提升Z集团扬州公司新生代员工敬业度水平的对策
和策略:一是不断提升管理者的管理水平;二是努力营造“以人为本”的企业文化;三是
构建公平合理的薪酬体系,四是提高晋升机制公开透明程度;五是完善绩效考核管理标准
体系;六是重视员工培训和职业生涯规划
关键词:Z集团新生代员工敬业度影响因素对策 II
Abstract
The problem of employee engagement has become a common issue for many scholars and
business managers at home and abroad. They generally agree that the employee engagement
plays a vital role in the long-term development of an enterprise. The higher the employee
engagement, a series of business performance indicators will rise, such as enteiprise productivity,
customer satisfaction and corporate profit margins and etc. For an enterprise, improving the level
of employee engagement is undoubtedly to improve the perforaiance of enterprises, as well as to
ensure sustainable development of enterprises is one of the effective ways. As the main force of
enterprise development, the level of new generation of employee engagement directly affects the
overall level of the enterprise. This paper is based on the two special factors of state-owned
enterprises and new generation employees. Studying the new generation of employee
engagement of the academic enterprises and influential factors are to provide useful support and
reference for the management practice of related enterprises.
In this paper, Z Group Yangzhou Company is used as a specific research objective. Through
the measured of questionnaire survey, this paper measures the new generation employee
engagement level of Z Group Yangzhou Company, as well as the possible influence factors. The
measurement tools mainly use the employee engagement measurement scale from Hewitt
Associates LLC and the maturity scale of influencing factors of employee engagement at home
and abroad. Meanwhile this survey is combined with the specific reality of the enterprise. As the
influencing factors are measured from superior leadership factor, team factor, organizational
factors and employee individual factors, the result are analyzed from the above accordingly.
According to the data analysis of the survey results, the new generation employee engagement
level in Z Group is generally low. the supervisor^ satisfaction is low, the team effectiveness is
not high, the quality of the team is not high, organizational support is not enough, employee
satisfaction is low, staff self-evaluation is not high and career development goal is unknown.
Studying from the reason of the problem, the results show that the reason for the above problems:
limited manager level, not enough culture propaganda,unreasonable compensation system,
confined promotion channeL not transparent performance appraisal, insufficient attention to
career planning, lack of Human Resources management function and existence of
^
misemployed&39;&39; etc. According to the above, this paper puts forward the strategy of promoting
the new generation employee engagement. The first strategy is to improve the level of
management unceasingly. Secondly, the company should make efforts to create
people-oriented corporate culture. Thirdly, the company ought to build a fair and reasonable
salary system. The fourth one is to improve the transparent degree of the promotion mechanism. Ill
Fiftlily, the company should improve the administrative standard of performance appraisal
system. The last but not the least, the company ought to pay attention to staff training and career
plaming.
Key words: Z Group the new generation of employee employee engagement
influence factors countermeasures 目录
^ W I
Abstract
II
1嫌 1
1.1研宄背景和意义U文献综述 3
1.2.1与员工敬业度相关的国外文献1.2.2与员工敬业度相关的国内文献1.2.3简要的文献述评1.3研宄目标和研究内容1.4研究方法和技术路线1.5本文的创新和不足之处2概念界定和相关研究的理论基础2.1概念界定 12
2.1.1新生代员工概念界定2.1.2员工敬业度概念界定2.2本文研究的理论基础
...13
2.2.1激励理论2.2.2社会交换理论2.2.3积极组织行为学相关理论3 Z集团扬州公司基本状况和人力资源管理现状3.1 Z集团扬州公司基本状况和组织结构3.1.1 Z集团发展概况3.1.2 Z集团扬州公司基本概况和组织结构3.1.3 Z集团扬州公司人力资源状况3.2 Z集团扬州公司人力资源管理现状…3.2.1绩效考核管理3.2.2薪酬福利待遇
.....20
3.2.3员工教育培训
21
4 Z集团扬州公司新生代员工敬业度及其影响因素调查分析
23
4.1调查目的和方法
23
4丄1调查目的和问卷设计
23
4.1.2调查方法和问卷回收
24
4.2 调查样本描述性分析
26 4.3 Z集团扬州公司新生代员工敬业度状况统计分析
31
4.3.1从“乐于留任”维度分析
32
4.3.2从“乐于宣传”维度分析
32
4-3.3从“乐于努力”维度分析
32
4.4 Z集团扬州公司新生代员工敬业度影响因素统计分析
33
4.4.1 上级领导因素
33
4.4.2 工作团队因素
34
4.4.3姐织整体因素
35
4.4.4员工个体因素
36
4.5 Z集团扬州公司新生代员工敬业度及其影响因素的总结分析
36
4.6 Z集团扬州公司新生代员工敬业度水平偏低的原因分析
38
4.6.1管理水平有待提高,培训体系有待完善
38
4.6.2企业文化宣传不足,员工对其知之甚少
38
4.6.3薪酬体系不够合理,薪酬水平不具竞争性
39
4.6.4晋升通道过于狭窄,“职业高原”现象明显
39
4.6.5绩效考核透明度不高,员工没有参与决策权
40
4.6.6员工培训力度不足,“人岗不匹配”现象较明显
40
4.6.7职业规划重视程度不够,人力资源管理职能欠缺
.......40
5 Z集团扬州公司新生代员工敬业度提升策略
42
5.1重视员工培训和职业生涯规划
42
5.1.1开展MBTI职业性格测试,建立员工职业性格档案
42
5.1.2提供多样化培训方式,满足员工多样化需求
42
5.1.3系统梳理岗位职责,提高人岗匹配程度
43
5.1.4建立交叉任职制度,丰富员工工作经验
43
5.2不断提升管理者的管理水平
43
5.2.1选拔优秀的管理者
43
5.2.2加强管理者能力培训
43
5.2.3实施人性化管理模式
44
5.3努力营造“以人为本”的企业文化
44
5.3.1加强对企业文化核心内容的宣传
44
5.3.2构筑企业内部双向交流沟通平台
44
5.3.3加强对新生代员工的关怀和肯定
45
5.4构建公平合理的薪酬体系
45
5.4.1制定公平合理的薪酬标准
45
5.4.2设立灵活的工作激励制度
45 5.5提高晋升机制公开透明程度
46
5.6完善绩效考核管理标准体系
46
5.6.1建立多元化的绩效考核标准体系
46
5.6.2加入绩效考核结果反馈流程设计
46
6 雜 47
考文献
48
附录 52
^ m 56
扬州大学学位论文原创性声明和版权使用授权书
57
孙锐Z集团扬州公司新生代员工敬业度分析与对策研宄
L
1绪论
1.1研究背景和意乂
1.1.1研究背景
“
21世纪最缺的是什么是人才!”这句电影台词一语道破当下不少企业的难言之隐
确实,人力资源己然成为企业资源中的第
==>>