随着经济时代的发展，我国的企业面临的竞争越来越激烈。而企业之间的竞争就是 人才的竞争，企业员工的忠诚度、工作绩效、工作积极性等等都会对企业的发展产生重 大的影响。知识经济时代，如何对企业所拥有的人力资源进行最大程度的开发利用，成 为了企业管理者的一项重要工作。如何对基层员工进行有效的激励，将基层人员的流动 率尽可能的降低，逐渐成为许多企业特别是民营企业所面临的重要问题之一。 H 公司是一家软件服务企业，致力于打造“互联网+财税”产品服务体系。随着 H 公司基层员工学历层次的提升，以及“90 后”员工的占比越来越大，导致传统的激励手 段逐渐失去效果，基层员工工作积极性不高，长此以往，将会给 H 公司带来不利影响。 H 公司基层员工众多，服务网点基层员工直接面对公司客户，特别是服务网点基层员工 具有销售任务。因此，本文是以激励理论为基础，对相关激励研究文献进行梳理，结合 H 公司的实际情况，通过问卷对基层员工满意度进行调查，结合问卷调查结果，进行走 访进行实地调研，分析出 H 公司在薪酬福利不合理、绩效考核不科学、对基层员工培训 不够重视、缺乏基层员工职业生涯管理及忽视企业文化对基层员工的激励作用五个方面 的问题。针对 H 公司基层员工激励存在的问题，本文给出的建议对策如下，第一，合理 设置薪酬福利，提升个人绩效工资的竞争性，物质福利形式多样化。第二，绩效考核科 学化，量化绩效考核标准，及时反馈绩效考核结果。第三，重视对基层员工的培训，重 视基层员工的培训需求，培训内容及形式多样化，及时考核培训效果。第四，进行基层 员工职业生涯管理，对基层进行职业生涯规划引导，完善基层员工内部晋升通道。第五， 发挥企业文化对基层员工的重要作用，加强对基层员工的人文关怀，加强团队建设。 本文以 H 公司为案例，分析了其在基层员工激励方面存在的一些问题，并提出与之 相对应的对策及建议，本次研究不仅对于 H 公司具有现实意义，而且对于存在类似问题 的企业来说，也具有一定的借鉴作用。有效的激励措施可以提高基层员工工作积极性， 降低基层员工流失率，做到人尽其才，人尽其用，为企业创造更大的利润。 关键词，基层员工，激励，员工满意度III ABSTRACT With the development of the economic era, the competition faced by Chinese enterprises has become increasingly fierce. The competition among enterprises is the competition of talents. The loyalty, job performance and enthusiasm of employees will have a major impact on the development of enterprises. In the era of knowledge economy, how to maximize the development and utilization of human resources owned by enterprises has become an important task for business managers. How to effectively encourage grassroots employees and reduce the turnover rate of grassroots personnel as much as possible has gradually become one of the important problems faced by many enterprises, especially private enterprises. H Company is a software service company dedicated to building an Internet + Finance and Taxation product service system. With the improvement of the education level of the grassroots employees of H company and the increasing proportion of “post-90s” employees, the traditional incentives gradually lose their effectiveness, and the grassroots employees are not motivated. In the long run, they will bring to H company negative effects. H company has a large number of grassroots employees, and the first-line grassroots employees directly face the company's customers, especially the grassroots employees have sales tasks. Therefore, based on the motivation theory, this paper sorts out the related incentive research literature, combines the actual situation of H company, conducts a survey on the satisfaction of grassroots employees through questionnaires, and combines the results of questionnaire surveys to conduct on-the-spot investigations and analyze H company. In the unreasonable salary and benefits, unscientific performance appraisal, insufficient attention to the training of grassroots employees, lack of career management of grassroots employees and neglecting the incentive effect of corporate culture on grassroots employees. In view of the problems existing in the incentives of the grassroots employees of H Company, the suggested countermeasures given in this paper are as follows: First, reasonable setting of salary and benefits: improving the competitiveness of individual performance wages and diversifying the forms of material welfare. Second, the scientific performance appraisal: quantify performance appraisal standards and timely feedback performance appraisal results. Third, attach importance to the training of grassroots employees: pay attention to the training needs of grassroots employees, diversify the training content andIV form, and timely assess the training effect. Fourth, conduct career management of grassroots employees: conduct career planning guidance at the grassroots level, and improve internal promotion channels for grassroots employees. Fifth, give play to the important role of corporate culture to grassroots employees: strengthen the humane care for grassroots employees and strengthen team building. This article uses H company as a case to analyze some problems existing in the incentives of grassroots employees, and proposes corresponding countermeasures and suggestions. This research is not only of practical significance for H company, but also for companies with similar problems. Said, it also has a certain reference. Effective incentives can increase the enthusiasm of grassroots employees, reduce the turnover rate of grassroots employees, and do their best to make the best use of them and create greater profits for the company. KEY WORDS: Grassroots Employees,Incentives,Employee SatisfactionV 目 录 摘要...................................................................................................................................I ABSTRACT.....................................................................................................................III 1 绪 论..............................................................................................................................1 1.1 研究背景.................................................................................................................1 1.2 研究意义.................................................................................................................2 1.3 国内外激励问题研究综述.....................................................................................3 1.4 研究方法及内容.....................................................................................................6 1.5 研究创新之处.........................................................................................................8 2 相关理论基础................................................................................................................9 2.1 激励的含义.............................................................................................................9 2.2 主要的激励理论...................................................................................................10 2.3 主要激励方式.......................................................................................................13 3 H 公司基层员工激励现状...........................................................................................15 3.1H 公司简介............................................................................................................15 3.2 H 公司基层员工的基本情况................................................................................17 3.3 H 公司基层员工激励现状....................................................................................20 3.3.1 薪酬与绩效考核制度.....................................................................................20 3.3.2 福利保障制度.................................................................................................24 3.3.3 员工培训.........................................................................................................24 3.3.4 基层员工职业生涯管理.................................................................................25 3.3.5 企业文化.........................................................................................................26 4 H 公司基层员工激励满意度调查分析............................