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论文编号：	12803
作者编号：	2320190557
上传时间：	2021/12/9 13:10:01
中文题目：	Z公司员工激励问题及改进对策研究-基于双因素理论的分析
英文题目：	On the Problems and Countermeasures of Employee Incentive in Z Company—An Analysis Based on Two-Factor Theory
指导老师：	杨斌
中文关键字：	金融行业；员工激励；双因素激励理论
英文关键字：	financial industry; employee incentive; Two-Factor Theory
中文摘要：	22年前，受亚洲金融危机的冲击，作为中国金融业根基的国有银行业存在大量不良贷款，危及整个金融体系的安全。为最大限度保全资产、减少损失，化解系统性金融风险，中央金融工作会议决定将工、农、中、建四大银行的1.4万亿元的巨款坏账果断剥离，对口设立华融、长城、东方和信达四大资产管理公司（简称AMC），以求换得金融业和整体经济的轻装改革。22年后，受新冠肺炎疫情对经济的冲击，为AMC带来前所未有的发展机遇，一方面银行业不良贷款余额快速增加，上升幅度显著高于资产增速；另一方面，非银金融机构风险持续暴露，相当规模的不良资产有待处置。此外，企业主辅业的剥离、问题资产、并购重组需求的增加，使不良资产业务领域不断扩大，业务机会大量出现。但与此同时，同业竞争日趋激烈，随着2020年3月5日，第五家全国性的AMC—银河资产问世，中国不良资产处置行业形成了“5+N+银行系+外资系”格局。市场化竞争的本质，是高素质人才的竞争。金融行业内公司一般都会面临人员流动性大，知识结构更新快的问题， Z公司作为一家AMC的分公司，作为一家国有企业，人力资源管理工作方面存在诸多问题，没有能够及时跟上公司业务的快速发展。面对各类竞争主体分抢市场蛋糕等内外交困的复杂环境下，如何解决Z公司人力资源问题迫在眉睫。 本文以赫茨伯格的双因素理论为基础进行Z公司员工相关激励问题的研究。论文首先介绍了相关经典激励理论概况，对激励的概念做出阐释，介绍和分析了双因素理论的主要内容，研究成果与应用。然后对Z公司现状进行概述，并通过问卷调查和个案访谈发现年龄、层级等方面不同的员工在激励、保健因素中出现的种种问题。其次基于双因素理论从保健因素薪资水平、组织机构与岗位设置、人际关系及企业文化；激励因素绩效工资、奖惩、职业发展及职业生涯规划等共计八方面分析Z公司当前存在问题。最后提出了有针对性的改善建议，为实现Z公司人力资源的高效管理，提高对员工的激励效果提供了方法和思路，同时也为其他同类公司选择激励方式、完善激励机制提供了一定的借鉴。
英文摘要：	Twenty-two years ago, under the impact of the Asian financial crisis, the state-owned banking industry of China, as the foundation of China's financial industry, suffered a large number of non-performing loans severe enough to endanger the security of the entire financial system. In order to preserve assets, reduce losses and dissolve systemic financial risks to the maximum extent, the Central Financial Work Conference was held and it was resolutely decided to strip the 1.4 trillion yuan of bad debts from the four major national banks, namely the Industrial and Commercial Bank of China (ICBC), the Agricultural Bank of China (ABC), the Bank of China (BOC), and the China Construction Bank (CCB), and correspondingly establish four major asset management companies, namely China Huarong Asset Management Corporation, China Great Wall Asset Management Corporation, China Orient Asset Management Corporation, and China Cinda Asset Management Corporation (collectively referred to as the “AMC”), in exchange for a light-packed reform of the financial industry and the overall economy. Twenty-two years later, the impact of COVID-19 on the economy brings about unprecedented development opportunities to AMC: on the one hand, the volume of non-performing loans in the whole banking industry increases rapidly, with a significantly higher growth rate than the assets growth rate; on the other, non-banking financial institutions are exposed to more and larger risks, and a considerable amount of non-performing assets await disposal. In addition, with the stripping of the main and subsidiary businesses of enterprises, the increased troubled assets and the higher demand for merger and reorganization, the non-performing assets business realm has been widely expanded and a large number of business opportunities appeared. At the same time, however, competition of the industry gets increasingly fierce. With the establishment of China Galaxy Asset Management Corporation, the fifth national AMC, on March 5, 2020, a "5 +N+banks +foreign capitals" pattern has formed in the very industry. The essence of market competition lies in high-quality talents. In general, companies in the financial industry would always face some problems like high staff mobility and quick knowledge structure update. Z company, as a AMC subsidiary and a state-owned enterprise, is confronted with many problems in human resources management, which impedes its rapid business development. Against the internal and external difficulties, in particular when the pie of market is being snatched by so many players, solving the human resources problems of Z company is urgent. Based on Herzberg's two-factor theory, this thesis presents a research on the problems about employee incentive in Z Company. In the first part, relevant classical incentive theories are roughly introduced, the concept of incentive explained, and the main contents of the two-factor theory, as well as its achievements and applications, analyzed and summarized. Then the current practice of Z company is outlined, and through questionnaires and case interviews, problems in factors like incentive and health care treatments for employees of different age, position, etc., are explored and dug out. In the second, based on the two-factor theory, Z company's current problems are thoroughly analyzed from the two factors and further eight aspects: health factor: salary level, organization and job setting, interpersonal relationship and corporate culture; incentive factor: performance salary, reward and punishment, career development and career planning. In the last part, several countermeasures are suggested, with an aim to provide some thoughts and methods to realize an efficient human resource management and a better employee incentive performance of of Z company. Also, the thesis tries to offer certain reference for similar companies when choosing incentive mode and perfecting incentive mechanism.
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