二战后美国建立了全球经济体系，使得加入这个系统的国家的经济迅速得到恢复。 中国在本世纪初加入 WTO 后也正式加入其中，并且扮演着重要角色。虽然近年来国家 在大力发展前沿科技产业，但是由于我国制造业起步晚、技术力量薄弱等原因，我国一 直处于全球产业链的中低端，主要从事低端的加工制造和产品代加工，这些都属于劳动 密集型产业。随着中国人口红利优势渐渐淡去与人口老龄化的加剧，用工荒在我国很多 地区已经成为制约经济发展的重要因素。在这种历史条件下，源于西方国家的劳务派遣 用工方式渐渐出现在我国劳动力市场上，并且数量越来越多，在劳工中占据的比例越来 越高。 通过恰当的激励手段提高劳务派遣工的满意度、降低员工流失率、降低人事招聘和 培训成本等可以提升企业的竞争力、降低运营成本。研究以制造业相关联的 K 公司为研 究对象和切入点，把管理中的实际问题转化为 K 公司劳务派遣工的激励机制的理论上来。 结合 K 公司的实际运营情况和劳务派遣工的激励机制现状，通过激励理论的研究分 析和对 K 公司劳务派遣工激励机制进行调查研究，找到该公司劳务派遣工对现行激励机 制满意度最低的项目。以 K 公司劳务派遣工的视角，在公司的规章制度框架下，对公司 劳务派遣工激励机制存在的问题点进行分析并提出切实可行的改善对策。 为了保证调查问卷的有效性和激励机制改善的可行性以及效果，对郑州办事处的劳 务派遣工进行面对面的深度访谈。访谈内容主要集中在对现在的工作整体满意度、对现 在工作最满意和最不满意的方面、留在现在公司的最主要原因等方面。 通过对调查问卷的分析和深度访谈的描述，发现 K 公司劳务派遣工对公司的晋升体 系和薪酬福利最不满意，这两项的调查问卷综合分数最低，并且访谈中他们都认为在公 司基本没有晋升机会和期望的加薪机会等。从整个调查表的分析结果和访谈结果来看， 大家对于较低层次的需求并没有得到满足，需要公司管理者密切关注。 结合 K 公司实际运营情况，根据调查问卷的分析和深度访谈的结果，对于 K 公司 劳务派遣工的激励机制有了大致了解。针对 K 公司劳务派遣工激励机制的问题点，对公 司提出以下改善建议：改善晋升机制，择优转正；改变现有薪酬福利，向正式工看齐； 建立绩效考核制度；增强工作稳定性；完善培训制度，增加归属感等。II 由于劳务派遣用工模式进入我国时间短，发展过于迅速，还存在许多方面的问题， 甚至有些在法律规制上仍然有需要规范的地方。本文仅就 K 公司现有的营运状况下，在 劳务派遣工的激励机制方面提出建议。经过时间的浸染和多方的努力，劳务派遣用工方 式在我国劳动力市场上肯定会越来越规范、更好地补充传统用工模式的不足。 关键词：激励理论，激励机制，劳务派遣III ABSTRACT After World War II, the United States established a global economic system, which enabled the economies of countries that joined the system to recover quickly. China joined the WTO at the beginning of this century, played an important role in the system. In recent years, China has made great efforts to develop cutting-edge science and technology industries. However, due to the late start of China's manufacturing industry and weak technical strength, China has always been at the middle and low end of the global industrial chain, mainly engaged in low-end processing and manufacturing and product OEM, which are all labor-intensive industries. With the declining advantage of China's demographic dividend and the aggravation of its aging population, labor shortage has become an important factor restricting economic development in many areas of China. Under such historical conditions, the labor dispatch method originated from western countries gradually appeared in China's labor market, and the number of more and more, in the proportion of the labor is higher and higher. Through the appropriate incentives to improve labor dispatching work satisfaction and reduce staff turnover, reduce the personnel recruitment and training costs, can improve enterprise competitiveness, reduce operational costs. The K company associated research to manufacturing companies as the research object and the breakthrough point, the practical problems in the management into K company labor dispatching work incentive mechanism theory. Combining with the actual operations of the K company and the incentive mechanism of labor dispatching work present situation, through the research of incentive theory analysis and investigation of K company outsourcing labors incentive mechanism research, found the outsourcing labors of current incentive mechanism of the lowest satisfaction project. In the perspective of K company outsourcing labors, under the company's rules and regulations, the problems existing in the outsourcing labors to the company incentive mechanism point is analyzed and feasible improvement measures are put forward. In order to guarantee the validity of the questionnaire and incentive mechanism, improving the feasibility and effect of the depth of the Zhengzhou office outsourcing labors face to face interview. Interview content mainly focused on the overall satisfaction of current work, the most satisfaction and theIV least satisfactory aspect to the work, in the main cause still stay in the current company, etc. Through the analysis of the survey and in-depth interviews, found K company outsourcing labors for the company's promotion system and salary, benefits the most dissatisfied with, both low comprehensive scores of survey, and interview, they all think that the company basically have no chance of promotion and a raise expectations, etc. From the analysis results of the questionnaire and the interview results, the outsourcing labors’lower level demand is not satisfied, need to pay close attention by company managers. In combination with the practical operation of K company, according to the result of the analysis of the survey and in-depth interviews, outsourcing labors of incentive mechanism for K company an overview. Outsourcing labors incentive mechanism on the company put forward the following Suggestions: to improve the promotion mechanism, merit positive; Change the salary, benefits, aligning with full-time workers; Establish a performance evaluation system; Enhance stability; To perfect the training system, increase the sense of belonging, and so on. Due to the labor dispatching employment pattern into the short time in China, the development is too quickly, there exist many problems, and even some on the legal regulation is still need to specification. This article is only based on K company's existing operating conditions, in terms of outsourcing labors incentive mechanism are proposed. With the impregnation of time and many efforts, labor dispatching employment in our market will certainly be more and more standard, can complement the traditional mode of labor shortage better. KEY WORDS: Incentive theory, Incentive mechanism, Labor dispatchV 目 录 摘要............... I ABSTRACT..III 1 绪 论............1 1.1 研究背景与研究意义......1 1.1.1 研究背景................1 1.1.2 研究意义................2 1.2 国内外研究现状..............3 1.3 研究内容及方法..............5 1.3.1 研究内容................5 1.3.2 研究方法................6 1.4 研究创新点......................7 2 相关概念界定与理论基础.........9 2.1 激励的概念与发展..........9 2.2 激励理论........................10 2.2.1 激励的需要理论..10 2.2.2 激励的过程理论..12 2.3 激励机制.........................14 2.3.1 激励机制的定义..14 2.3.2 激励机制的作用..15 2.4 劳务派遣的起源与定义.15 2.4.1 劳务派遣的起源..15 2.4.2 劳务派遣的定义..16 2.5 劳务派遣发展................18 3 K 公司劳务派遣工现状...........21 3.1 K 公司基本情况.............21 3.1.1 K 公司企业概况...21VI 3.1.2 K 公司人员构成...22 3.2 K 公司劳务派遣工现行规章制度................23 3.2.1 劳务派遣工的招聘.............................24 3.2.2 劳务派遣工的培训.............................25 3.2.3 劳务派遣工的薪酬福利.....................26 3.2.4 劳务派遣工的职位变动.....................27 3.2.5 劳务派遣工的离职.............................28 4 K 公司劳务派遣工激励机制问题..........................29 4.1 劳务派遣工调查问卷与访谈.......................29 4.1.1 调查问卷设计......29 4.1.2 劳务派遣工调查问卷基本信息调查.30 4.1.3 劳务派遣工调查问卷整体分析.........31 4.1.4 劳务派遣工访谈..34 4.2 K 公司劳务派遣工激励机制问题点............34 4.2.1 K 公司劳务派遣工升职通道瓶颈......34 4.2.2 K 公司劳务派遣工福利制度不完善..36 4.2.3 K 公司劳务派遣工无绩效管理体系..38 4.2.4