：优秀的人力资源是企业非常关键的一大竞争力。怎样提升职 工的敬业度，从而提升企业业绩，变为相关企业非常注重的一个课题。 许多规模较大的公司都开始将职工敬业度结果与就结果给出的改进 方法归入至企业年度管理目标内，定期加以确认与汇总，进而让企业 的管理变得更加健全，提高职工的敬业度来帮助企业后续获得更大的 进步。 在处理剧烈的市场竞争时，惠而浦应当强化人力资源管理力度， 目的在于提高企业的整体竞争水平，其中职工的敬业度是人力资源管 理的主要构成要素，已获得了惠而浦高管人员的积极关注。为达成企 业目标，促进企业迅速进步，改进企业运营情况，惠而浦已将怎样提 高职工敬业度归入至目前紧急需要处理的一个关键问题中，而中国区 实验室的作为企业的一部分，提高其敬业精神是其重要的指标。 此文将国际国内这些年来对职工敬业度影响要素的分析作为前 提，将惠而浦中国实验室员工敬业度作为研究对象，参考企业内部获 得的职工敬业度调查结果，着重研究了影响惠而浦中国实验室工作者 敬业度的主要要素，与相关敬业度影响要素所出现的问题，经由对调 查信息与结果的进一步研究，表明职工敬业度的变化理由，探讨职工 敬业度下滑和惠而浦中国实验室当前在管理方面出现问题间的逻辑 关联，同时有目的性地给出提高职工敬业度的管理方法。就惠而浦中 国实验室工作者敬业度当前出现的重点问题与对当前问题的研究，从 建立公平、科学以及有竞争力的薪资待遇规划、健全企业规章体系， II 完善工作程序、协助职工开发与确定科学的职业生涯规划、积极进行 团队建设，加强合作等几大领域给出提高惠而浦中国实验室职工敬业 度的方法。 关键词：员工敬业度；敬业度调查；职业发展规划 III WhirlpoolenterpriseChinalaboratoryemployee engagementsurveyanalysis ZhuhanHuang DirectedbyWenjunLiu Abstract ：Excellenthumanresourcesareakeycompetitivenessof thecompany.Howtoimprovetheprofessionalismofemployees,and thusimprovetheperformanceofenterprises,hasbecomeatopicofgreat concerntorelatedcompanies.Manylarge-scalecompanieshavebegunto incorporatetheresultsofemployeeengagementandtheimprovement methodsgivenintheresultsintotheannualmanagementobjectivesofthe enterprise,andregularlyconfirmandsummarizethem,sothatthe managementofthecompanybecomesmoresoundandtheemployees' dedicationisimproved.Tohelpcompaniesachievegreaterprogressin thefuture. Indealingwithfiercemarketcompetition,Whirlpoolenterprises shouldstrengthenhumanresourcesmanagement,withtheaimof improvingtheoveralllevelofcompetitionofenterprises.Theemployee's engagementisthemaincomponentofhumanresourcemanagementand hasbeenactivelypromotedbyWhirlpoolexecutives.attention.Inorder toachievecorporategoals,promoterapidprogress,andimprovebusiness operations,Whirlpoolcompanieshaveincludedhowtoimprove IV employeeengagementintoakeyissuethatneedsurgentattention. Thisarticletakestheanalysisofthefactorsaffectingemployee engagementintheinternationalanddomesticyearsasthepremise,and takesWhirlpoolenterprisesastheresearchobject.Withreferencetothe resultsofemployeeengagementsurveysobtainedwithinthecompany, thepaperfocusesontheengagementofChineselaboratoryworkersin Whrilpoolenterprises.Themainelements,andtheproblemsarisingfrom therelevantfactorsofengagement,throughthefurtherstudyofthe surveyinformationandresults,indicatethereasonsforthechangeof employeeengagement,andexplorethelogicalrelationshipbetweenthe declineofemployeeengagementandthecurrentmanagementproblems ofWhirlpoolenterprises.Atthesametime,itispurposefultogive managementmethodstoimproveemployeeengagement.Thecurrentkey issuesandcurrentissuesintheWhirlpoolcorporateChinalaboratory workers'engagementaretoestablishfair,scientificandcompetitive salaryplanning,improvecorporaterulesandregulations,improve workingprocedures,andassistemployeesindevelopmentand determination.Scientificcareerplanning,activeteambuilding,and enhancedcooperationhavegivenwaystoimprovetheengagementof Whirlpoolemployees. Keywords : [Employeeengagement][Engagementsurvey][Career DevelopmentPlanning] 目录 摘要..............................................................................................................I ABSTRACT...............................................................................................III 第1章绪论..............................................................................................1 1.1研究背景........................................................................................1 1.2研究意义........................................................................................3 1.3研究内容........................................................................................4 1.4研究思路与研究方法....................................................................5 1.4.1研究思路...................................................................................5 1.4.2研究方法...................................................................................6 第2章文献综述.....................................................................................8 2.1敬业度内涵....................................................................................8 2.1.1敬业度的定义............................................................................8 2.1.2企业绩效与敬业度...................................................................9 2.1.3组织、自我职业生涯管理与敬业度关系研究现状............11 2.2敬业度的测量..............................................................................12 2.2.1员工敬业度的测量维度.......................................................12 2.2.2员工敬业度的测量表...........................................................13 2.3敬业度的影响因素......................................................................15 第3章惠而浦公司中国实验室人员敬业度调查...............................18 3.1惠而浦公司中国实验室简介......................................................18 3.1.1惠而浦概况及历史...............................................................18 3.1.2惠而浦经营概况...................................................................19 3.1.3惠而浦公司中国实验室情况简介.........................................20 3.2问卷调查......................................................................................21 3.2.1调查方法与步骤.....................................................................21 3.2.2调查问卷设计.......................................................................21 3.2.3问卷发放和回收...................................................................26 3.3问卷调查数据分析......................................................................26 3.3.1参与调查人员的基本信息......................................................26 3.3.2实验室人员敬业度调查数据分析.........................................29 3.3.3惠而浦公司中国实验室员工敬业度影响因素分析.............33 3.4调查总结........................................................................................34 3.4.1员工晋升渠道不畅通.............................................................34 3.4.2缺乏系统的员工培训体系......................................................35 3.4.3绩效管理体系不完善..............................................................35 第4章提升惠而浦公司中国实验室员工敬业度的建议................38 4.1建立员工职业发展规划.................................................................38 4.2完善培训体系.................................................................................39 4.3建立科学公平的薪酬框架.............................................................40 4.3.1薪酬设定..................................................................................41 4.3.2增加薪酬的激励性..................................................................42 4.4完善绩效管理体系.........................................................................42 4.4.1改善绩效目标制定方法..........................................................42 4.4.2绩效指标改进.........................................................................43 4.4.3注重绩效管理中的沟通..........................................................45 4.4.4落实绩效结果的应用..............................................................47 4.5加强公司文化建设........................................................................48 4.5.1积极做好员工文化生活建设.................