本文以YD智能设备有限公司为例,以人力资源管理理论和激励理论为指导方
向,提出民营中小型高科技企业激励模式的现状及存在的问题,通过对现有激励
理论和模式的阐述与剖析,将一种新型的激励模式引入其中即原来被用在商业激
励模式下的积分管理。采用科学的设计原则、程序和方法,调研分析YD公司经
营现状和人才管理现状,细分激励条款明确积分项目和标准,建立适合YD公司
的积分激励模式,从而真正的利用积分自有的特征体现不同的激励层次,将员工
的价值贡献以积分的方式进行量化,进而转化为薪酬福利和表彰鼓励,实现物质
激励和精神激励有机融合,实现人才的量化激励管理
本文对积分激励模式的优点和局限性进行分析评价,诊断其可行性和适应性,
提出了组织、制度和经费保障措施,确保积分激励模式在中小型髙科技企业激励
模式建设中能够解决相关问题,以提髙本文的应用价值
关键字:激励理论,中小企业,积分激励,激励模式融合
I Abstract
Incentive is the key elements of improving enterprise staff work positive initiative
and the stability, which is the points, attracts modem enterprise management work
attention gradually. Incentive is the human resources management module should
present an explicit work in practice. At present, many high-tech small and
medium-sized enterprises under the national policy support, in our country become to
qualify and the efficiency as the center, to accelerate information technology and
intelligent manufacturing as the main direction, in order to satisfy the demands of
economic and social development as the goal, perfects the system of multi-level talent.
Through technical innovation and development, as well as the comprehensive
perception, collection, analysis, data sharing, for the enterprise managers and
participants presents a whole new high-tech products field of value chain thinking 以],
this requirement for enterprise talent qualities and skills will gradually increase,
followed by the size of the work intensity and pressure also affected the stability of the
employees, motivation has played an important role in this. At present, companies are
seeking the most suitable for their own enteq)rise talent management incentives to retain
talent,and using a scientific incentive system operation to create a benign competition
mechanism. For small and medium-sized high-tech enterprises, the demand for high
quality, high technical talents is more urgent, and how to improve enterprise product
technology, product quality, higher performance must be through perfecting the
incentive model to attract, retain and motivate employees 9 and to promote the research
and development design innovation capability, production and management of the
modernization of a substantial level of modernization.
In this paper, YD Intelligent Equipment Co., Ltd., guided by the human resources
management theory and incentive theory to be direction, and puts forward the present
situation and existing problems of the incentive mode of private small and
medium-sized high-tech enterprises. Through the elaboration and analysis of the
existing incentive theory and model, introducing a new type of incentive model into
which the points are managed in the commercial incentive mode. Using scientific
design principles, procedures and methods, research and analysis of YD company
III operating status and talent management status, subdivision incentive terms clear points
and standards, establishing incentive model is suitable for the integral YD company,
thus the real use of integral has its own characteristics reflect different incentive levels,
to employees, to quantify the contribution in the fonn of integral value of and then
converted to salary, benefits and recognition to encourage, to achieve organic
combination material incentive and spiritual incentive, and realizing the talent incentive
management.
In this paper, the integral incentive model evaluating and analyzing the advantages
and limitations of the diagnosis of its feasibility and adaptability, organization, system
and funds guarantee measures are put forward, to ensure that the incentive model in the
small and medium-sized high-tech enterprise incentive model construction can solve the
relevant issues in order to improve the application value of this article.
Key words: incentive theory, Small and medium-sized enterprises, Integral
incentives, Incentive model integration
IV 目录
摘要 I
Abstract Ill
胃1章绪论 1
1.1研宄背景和意义1.1.1研宄背景1.1.2研究目的和意义1.2国内外研宄现状1.2.1国外研究综述1.2.2国内研宄综述1.3研宄内容与方法1.3.1 研究 容..1.3.2研宄方法1.4研宄思路与框架第2章相关概念理论及发展2.1相关概念2.1.1 激励2.1.2积分管理2.2激励理论2.2.1内容型激励理论2.2.2过程型激励理论2.3激励模式典型案例及发展趋势2.3.1企业激励模式典型案例分析2.3.2现代激励模式的发展趋势第3章YD公司概况及激励模式
21
3.1 YD公司概况
21
3.1.1 YD公司简介
21
3.1.2 YD公司战略目标
21
V 3.1.3 YD公司组织架构设计
22
3.1.4 YD公司人才类型分类
24
3.2 YD公司激励模式
25
3.2.1离心机事业部激励模式
25
3.2.2机器人事业部激励模式
27
第4章YD公司存在问题分析
29
4.1经营现状存在问题
29
4.1.1高技术人才流动性较大
29
4.1.2创新能力不强
30
4.1.3产品科技含量不够高
30
4.2人力资源管理存在问题
31
4.2.1未科学规划人力资源战略
31
4.2.2专业化程度偏低
31
4.2.3不重视人力资本投入
31
4.2.4薪酬福利激励模式单一
31
4.2.5领导对员工激励的关注和重视程度不高
32
4.2.6员工管理机制不健全
32
4.3人才激励存在问题
32
4.3.1薪酬结构设计不够科学
34
4.3.2岗等薪级层次不足
35
4.3.3激励方式具有局限性
35
4.3.4激励制度不完善
35
4.3.5激励效果不明显
36
4.3.6激励组合搭配不合理
36
第5章YD公司员工激励模式设计
39
5.1影响员工激励模式形成的因素
39
5.1.1企业外部环境因素
39
5.1.2企业自身状况
39
5.1.3团队和个人因素
39
5.2 YD公司的企业特性及环境分析
40
52.1企业特性
40
VI 5.2.2企业环境分析
40
5.3 YD公司激励模式设计原则与步骤
41
5.3.1设计原则
41
5.3.2设计步骤
42
5.3.3 YD公司积分激励模式
43
5.4 YD公司积分激励模式的评价
47
5.4.1 优点
47
5.4.2局限性
48
5.5 YD公司激励模式的实施措施
49
5.5.1组织措施
49
5.5.2制度措施
50
5.5.3经费措施
50
第6章应用和推广
53
6.1应用 53
6.2推广 54
参考文献 57
附录一 YD公司员工激励方式满意度调查问卷
61
麟 63
攻读硕士学位期间研究成果
65
VII 第1章绪论
第1章绪论
1.1研究背景和意义
1.1.1研究背景
近年来,随着工业4.0的迅猛发展使我国工业与德国工业的技术互联,结合互
联网+和物联网的优势推动了各产业发展,使产品更加智能化、互联网化和云端化,
也让更多企业的商业模式脱离传统、利润低、水平弱的标签[1],被重新塑造进而科
学化发展,国家也大力支持科技型中小企业在成长机制、创新能力、管理手段、
产业集群等方面能成为科技创新的重要载体和经济增长的主要推动力。但随着经
济全球化的迅猛发展和产品升级换代的空前激烈化,企业间的竞争由之前的资金、
技术、渠道、信息、人才等的综合竞争逐步演变成以人才为主的多方面资源共同
作用的竞争,人才资源在企业生存和发展方面的作用日益突显,并被企业高度重
视,且制定和执行相应制度措施以激励人才
针对我国的情况而言,中小型企业
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