习近平总书记在党的十九大报告中，明确提出了“质量第一”和“质量强国”的 质量发展理念和战略思想。中国经济已由高速增长阶段转向高质量发展阶段，加速了 第三产业的发展壮大，尤其是提高检验检测行业的能力。 企业之间的竞争归根到底在于人才之间的比拼。技能型人力资源具有丰富的实践 经验、高超的操作技能和创新研究能力。他们是企业的中流砥柱，不仅从事技术性工 作，而且还负责团队中的管理事务。企业应致力于注重和激发起技能型员工的潜能， 为企业完善用人机制和充分开发技能型员工的人力资源打下基础。 本论文主要通过文献资料法、问卷调查法和统计分析法的研究方法，以总部位于 上海的D检测公司为例，调查对象是以测试工程师、项目工程师、项目经理和技术负 责经理为代表的技能型员工。结合D检测公司技能型员工激励现状调查问卷的分析结 果，总结出D检测公司中技能型员工激励现状所遇到的问题：测试工程师工作积极性 较低、年轻工程师缺乏自我驱动空间、技能领导者不充分发挥帮带作用和项目工程师 岗位流动性较大。基于双因素理论、期望理论、自我决定理论以及Price-Mueller 模 型的理论依据，秉持“以人为本”的管理理念并借鉴适宜的人才激励机制，从职业晋 升、绩效考核、工作岗位、组织环境和技能培训五大角度制定出适用于D检测公司技 能型员工激励策略的优化方案，最终在人力、制度和资金方面进行实施保障、以领导 监督、增强管理和流程控制为实施监督。 本文研究的创新性价值在于，以D检测公司中技能型员工为研究对象和检测行业 为研究背景，不仅拓宽了人才激励相关理论的应用领域，而且为同类检测企业在技能 型人才激励问题上提供了一定的借鉴意义。另一方面在D检测公司内部评估技能型员 工的人才实力、增强他们对公司的认同感和归属感、以及保留和吸引优秀的技能型员 工等方面提出新的激励策略，为提升技能型员工效能和实现D检测公司的可持续以及 跨越性发展贡献微薄力量。 关键词：检测企业；人才激励；技能型员工 III Abstract In the report of the 19th National Congress of the Communist Party of China, General Secretary Xi Jinping clearly put forward the quality development concept and strategic thinking of "Quality First" and "High-Quality country". China's economy has shifted from a stage of high-speed growth to a stage of high-quality development, especially the ability to improve the inspection and testing industry. The competition between enterprises is a compare between talents after all. The human resources of skilled employees have rich-practical experience, superb operation skill and innovative research capabilities. Skilled employees are the mainstay of each enterprise. They are not only engaged in technical work, but also responsible for the management issue of the team. The leader of enterprises should focus on and motivate the potential of skilled employees. Thus, it can lay the foundation for the enterprise to improve the employment mechanism and fully develop the human resources of skilled employees. Based on the method of literature research, questionnaire survey and statistical analysis, this paper takes D testing company headquartered in Shanghai as an example. The survey subjects of this paper are skilled employees represented by test engineers, project engineers, project managers and technical managers. Combining the analysis results of the questionnaire on the incentive status of skilled employees in D testing company, the problems encountered in the incentive status of skilled employees in D testing company are summarized as following: test engineers are less motivated to work, young engineers lack self-driven space, skilled leaders do not give full play to the role of assistance and the greater mobility of project engineer positions. Based on the theoretical basis of two-factor theory, expectation theory, self-determination theory and Price-Mueller model, upholding the "people-oriented" management philosophy and learning from appropriate talent incentive mechanisms, this paper formulates an optimized plan for the incentive strategy of skilled employees in D testing company from five perspectives of career promotion, performance appraisal, job position, organizational environment and skills training. This paper is finally implemented guarantees in terms of manpower, systems and funds, and IV mainly implemented supervision with leadership supervision, enhanced management and process control. The innovative value of the research in this study is to take skilled employees in D testing company as the research object and the testing industry as the research background, not only broadening the application field of talent motivation related theories, but also providing similar testing competitors with reference of skills talent incentives to some extent. On the other hand, this paper proposes new motivated strategies of evaluating the talent strength of skilled employees in D testing company, enhancing their sense of identity and loyalty to D company, and retaining and attracting excellent skilled employees, in order to improve the effectiveness of skilled employees and make meager-strength contribution to the sustainable and leap-forward development of D Testing Company. Keywords：Testing Company; Talent Motivation; Skilled Employee 目录 致谢............. I 摘要........... II Abstract .... III 第1章 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研究目的 ................ 2 1.1.3研究意义 ................ 3 1.2国内外研究现状........... 4 1.2.1检测行业发展现状研究 ....................... 4 1.2.2人才激励问题的研究 ........................... 6 1.2.3国内外研究评述 .... 8 1.3研究内容与基本框架... 9 1.3.1研究内容 ................ 9 1.3.2基本框架 .............. 10 1.4研究方法与创新点..... 11 1.4.1研究方法 .............. 11 1.4.2创新点 .................. 12 第2章 D检测公司技能型员工职业发展和环境分析 ..................... 13 2.1 D检测公司技能型员工职业发展概述 .... 13 2.1.1公司简介 .............. 13 2.1.2组织结构 .............. 14 2.1.3 D检测公司技能型员工职业发展概述.............................15 2.1.4 D检测公司技能型员工与普通员工区别 ........................ 16 2.2外部环境分析............. 17 2.2.1政治因素 .............. 18 2.2.2经济因素 .............. 19 2.2.3社会因素 .............. 20 2.2.4技术因素 .............. 21 2.3内部环境及激励体制现状........................ 22 2.3.1内部环境分析 ...... 22 2.3.2激励体制现状概述 ............................. 23 第3章 D检测公司技能型员工的激励现状问题及原因分析 ......... 25 3.1 D检测公司技能型员工的激励现状问卷调查 ....................... 25 3.1.1调查目的与对象 .. 25 3.1.2调查量表及分析 .. 26 3.1.3调查问卷信度和效度分析 ................. 27 3.1.4 D检测公司技能型员工的激励现状统计结果.................30 3.2 D检测公司技能型员工激励存在的问题 34 3.2.1测试工程师工作积极性较低 ............. 34 3.2.2年轻工程师缺乏自我驱动空间 ......... 35 3.2.3技能领导者不充分发挥帮带作用 ..... 36 3.2.4项目工程师岗位流动性较大 ............. 37 3.3 D检测公司技能型员工激励问题的原因分析 ....................... 38 3.3.1绩效奖励考核体系不健全 ................. 38 3.3.2人岗测评结合项目分配制度不科学 . 39 3.3.3匮乏适宜的技能学习交流平台 ......... 40 3.3.4组织环境下培训晋升激励机制僵化 . 41 第4章 D检测公司技能型员工的激励策略 ...... 43 4.1基于双因素理论完善绩效奖励考核体系 43 4.1.1创建公平竞争绩效机制 ..................... 43 4.1.2落实协同销售推介奖励 ..................... 46 4.1.3增加目标设定模块考核 ..................... 47 4.2基于期望理论优化人岗测评和项目分配制度....................... 48 4.2.1明确和细化岗位职责 ......................... 48 4.2.2适人适位和定期考评 ......................... 50 4.2.3设计项目工作量分配表 ..................... 52 4.3基于自我决定理论多元化学习交流和自我提升能力........... 53 4.3.1建立在线技能学习平台 ..................... 54 4.3.2制定技能知识交流计划 ..................... 54 4.3.3引导个人职业发展规划 ..................... 55 4.4 基于Price-Mueller 模型保留技能型员工人才 .................... 56 4.4.1构建和谐的组织文化环境 ................. 57 4.4.2提升差异化的培训质量 ..................... 58 4.4.3健全科学的晋升激励机制 ................. 61 4.5 D检测公司技能型员工激励策略的可行性分析 ................... 62 第5章 D检测公司技能型员工激励策略的保障监督与实施 ......... 64 5.1实施保障..................... 64 5.1.1人力保障 .............. 64