当今社会经济迅猛发展，城市之间、区县之间竞争日益激烈，许多地方政府 将招商引资工作作为开放型经济工作的生命线，其在地方经济发展中发挥着越来 越大的促进作用。招商中心（招商局）是地方政府开展招商引资工作的主要政府 部门，也称“投资促进局”，大部分为参公事业机构，主要负责地方政府招商引资 工作的综合、协调、考核和服务等工作。招商中心（招商局）作为事业单位，受 考核与管理方式的限制，员工工作积极性普遍不够高。如何有效的激发例如招商 中心（招商局）此类单位员工工作积极性，提升员工工作效率，更好的服务社会 公共是当前事业单位改革的重要问题。目前关于员工满意度的调研对象主要为企 业单位，而事业单位作为带有中国特色的组织，其员工满意度研究较为缺乏，且 影响事业单位对策制定的限制性因素较多。因此，笔者选择徐州市铜山区招商中 心作为调研对象开展工作，以其员工工作满意度评价为样本分析，研究影响工作 满意度的主要因素并提出相应提升措施。以期给其他事业单位满意度提升方案提 供参考。 首先，调查明确铜山区招商中心的单位性质、员工所属身份等相关概念，了 解影响工作满意度的主要理论因素，研究满意度评价理论基础，对比汇总目前常 用的满意度评价表。 其次，基于上述研究，实地调研和员工访谈相结合，掌握铜山区招商中心单 位基本情况和人力资源构成结构。挑选不同编制身份、部门、岗位、年龄、性别、 工作年限的员工进行深入面谈，掌握影响员工满意度的大体方面。借鉴JSS、 MSQ、JDI、NSQ、SRA等标准测评表，设计针对铜山区招商中心员工满意度的 调查问卷，包含员工基本信息、26项具体满意度考察项和3项总满意度考察项。 向D区招商中心所有在职员工和参与工作外聘人员发放了该匿名调查问卷。共发 放问卷158份，回收156份，收回率98.73%。对有效问卷进行系统性数据分析， 采用克朗巴哈系数进行问卷信度分析，研究数据信度系数为0.981，高于0.9， 验证了问卷26个考察项设置的合理性。采用KMO（KaiserMeyerOlkin）值和 巴列特球型检定验证了问卷的效度。采用因子分析法，将其中20个考察项浓缩 成影响员工总满意度的工作环境、职业发展和工资收入三个主要维度，分别对应 8个、8个和4个考察项，并论证三个考察维度与总满意度之间的正相关关系。 最后，根据问卷调查结果统计员工整体满意度均值为3.113，处于“满意” 与“非常满意”之间，说明员工整体满意度较高。结合问卷中员工基本信息统计， 研究员工个体差异与三个主要考察维度之间的显著性关系，发现员工学历、编制、 职级和每日工作的时长在工作满意度相关维度上影响较大，员工本身经济条件也 对工资收入的满意维度有所影响，员工性别差异影响较小，员工婚姻、年龄、工 II 作年限和年收入差异与工作总满意度衡量维度之间没有明显联系。基于三个满意 度考察维度对应共性因素和员工个性差异因素，分析目前铜山区员工在工作满意 度方面所存在的主要问题。以此为基础，笔者从完善收入分配制度，改善工作环 境，健全晋升和激励机制，提高员工自身责任意识和加强单位培训机制五个方面 提出针对铜山区招商中心员工工作满意度的提升措施。 关键词：员工工作满意度；提升研究；政府部门；招商中心（招商局） III Abstract Withtherapiddevelopmentofsocialeconomy,thecompetitionbetweencityand districtisbecomingincreasinglyfierce.Manylocalgovernmentstaketheinvestment promotionworkasthelifelineofopeneconomicwork,whichplaysanincreasingly importantroleinthelocaleconomicdevelopment.InvestmentPromotionCenter (ChinaMerchantsCenter,CMB)isthemaingovernmentdepartmentofthelocal governmenttocarryouttheinvestmentpromotionwork，whichisalsocalled "InvestmentPromotionBureau"insomeareasofChina,mostofwhicharepublic institutions,mainlyresponsibleforthecomprehensive,coordination,assessmentand serviceoftheinvestmentpromotionworkofthelocalgovernment.Asapublic institution,duetothelimitationofassessmentandmanagement,theenthusiasmof employeesisgenerallynothighenough.Effectivelystimulatingtheemployees’ enthusiasminsuchunitsasCMB,improvingtheefficiencyofemployees,andbetter servingthepublicisanimportantissueinthecurrentreformofpublicinstitutions.At present,theemployeesatisfactionofenterprisesismainlystudied.Asanorganization withChinesecharacteristics,theresearchonemployeesatisfactioninpublic institutionsisrelativelylacking.Theformulationofcountermeasuresarelimitedby manyfactors.Therefore,theauthorchoosesTongshandistrictinvestmentcenterof XuzhouCityastheresearchobjecttocarryoutthework.Takethejobsatisfaction evaluationofitsemployeesasthesampletostudythemainfactorsaffectingthejob satisfactionandputforwardthecorrespondingimprovementmeasures.Inorderto providereferenceforotherinstitutionstoimprovethesatisfactionprogram. Firstofall,investigateandclarifytherelevantconceptsofTongshaninvestment center,suchasthenatureoftheunit,theidentityofemployees,studythemain theoreticalfactorsaffectingjobsatisfaction,studythetheoreticalbasisofsatisfaction evaluation,andcompareandsummarizethecommonlyusedsatisfactionevaluation forms. Secondly,basedontheaboveresearch,combinedwithfieldresearchand employeeinterviews,masterthebasicsituationandhumanresourcestructureof Tongshaninvestmentcenter.Selectemployeeswithdifferentorganizationalidentities, departments,positions,ages,gendersandworkingyearsforin-depthinterviewsto IV masterthegeneralaspectsaffectingemployeesatisfaction.UsingJSS,MSQ,JDI, NSQ,SRAandotherstandardevaluationformsforreference,aquestionnairewas designedfortheemployeesatisfactionofTongshanInvestmentPromotionCenter, includingbasicinformationofemployees,26specificsatisfactionsurveysand3total satisfactionsurveys.Theanonymousquestionnairewasdistributedtoallemployees andexternalemployeesofTongshaninvestmentcenter.Atotalof158questionnaires weresentoutand156wererecovered,witharecoveryrateof98.73%.Systematic dataanalysiswascarriedoutontheeffectivequestionnaire,andCronbachcoefficient wasusedtoanalyzethereliabilityofthequestionnaire.Thereliabilitycoefficientof theresearchdatawas0.981,higherthan0.9,whichverifiedtherationalityofthe26 itemsofthequestionnaire.Kmo(KaiserMeyerOlkin)valueandballottestwereused toverifythevalidityofthequestionnaire.Factoranalysiswasusedtocondense20 investigationitemsintothreemaindimensions:workenvironment,career developmentandsalaryincome,whichaffectthetotalsatisfactionofemployees, correspondingto8,8and4investigationitemsrespectively,andtodemonstratethe positivecorrelationbetweenthethreeinspectiondimensionsandthetotalsatisfaction. Finally,accordingtotheresultsofthequestionnairesurvey,theaveragevalueof theoverallsatisfactionofemployeesis3.113,whichisbetween"satisfied"and"very satisfied",indicatingthattheoverallsatisfactionofemployeesishighbinedwith thebasicinformationstatisticsofemployeesinthequestionnaire,thispaperstudies thesignificantrelationshipbetweentheindividualdifferencesofemployeesandthe threemaininspectiondimensions.Itisfoundthattheeducationbackground,staffing, rankanddailyworkinghoursofemployeeshaveagreaterimpactontherelevant dimensionsofjobsatisfaction,andtheeconomicconditionsofemployeesthemselves alsohaveanimpactonthesatisfactiondimensionofwageincome.Thegender differencesofemployeeshaveasmallerimpact,andthemarriageofemployeesThere wasnosignificantrelationshipbetweenage,workingyearsandannualincome differenceandtotaljobsatisfaction.Basedonthethreesatisfactiondimensions correspondingtocommonfactorsandindividualdifferencesofemployees,thispaper analyzesthemainproblemsexistingintheaspectofjobsatisfactionofemployeesin Tongshandistrict.Onthisbasis,theauthorputsforwardmeasurestoimprovethejob satisfactionoftheemployeesinTongshaninvestmentcenterfromfiveaspects. Improvetheincomedistributionsystem.Improvetheworkingenvironment.Improve V thepromotiontogetherwithincentivemechanism.Improvetheemployees' responsibilitysense.Strengthenthetrainingmechanism. Keywords:employeejobsatisfaction;promotionresearch;governmentdepartments; investmentpromotioncenter(ChinaMerchantsCenter,CMB) VI 目录 摘要................................................................................................................................I 目录.............................................................................................................................VI 图清单...........................................................................................................................X 表清单...........................................................................................................................X 变量注释表..................................................................................................