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论文编号：	14570
作者编号：	2320213845
上传时间：	2024/6/2 16:40:58
中文题目：	Y公司销售团队新生代员工归属感提升策略研究
英文题目：	Research on New Generation employees’ belongingness promotion of the Company Y’s Sales Team
指导老师：	吕峰
中文关键字：	新生代员工；员工归属感；激励制度；企业文化
英文关键字：	new generation employees；employee sense of belonging；Incentive system；corporate culture
中文摘要：	伴随着中国经济的发展腾飞，企业之间的竞争格局也开始从单纯的技术争夺战演变到人才争夺战。人才作为企业竞争核心之一，也使得企业对于员工关系管理以及员工的归属感越来越重视。在企业中，员工对于企业的归属感越高，他的才能也越会被激发；同时，处理好与员工之间的关系，企业的凝聚力和向心力也会被带动提高。从长远发展来看，关注员工对于企业的归属感其实也是在保证企业基业长青的基石。另一方面，以90后至00后为主的新生代员工逐渐步入职场，成为职场的主力军，成为社会财富的创造者。他们专业能力强，具有较强的创新意识，为企业带来了新的活力，但是他们个性突出，以自我为中心，重视成就激励，追求自我价值的实现，而这些特点也导致一系列新的管理问题出现。现有理论对新生代员工的一系列行为解释度不够，相关研究较少，在实践中也很少有用人单位能够处理好此类问题。 本研究旨在通过案例分析法和问卷调查法来探讨提升新生代员工归属感的策略。以Y公司的市场销售团队为例，阐述企业背景和目前遇到的管理问题，并通过问卷调查了解销售团队新生代员工对公司的归属感，分析影响这些新生代员工归属感的关键因素，并提出相应的针对性提升策略。包括落实激励制度，创造导师机制、鼓励内部创业，完善新生代员工成长体系建设以及提升企业吸引力等方面。本研究为Y公司销售团队提高归属感提供了较为具体的策略和建议，以最大化激发市场销售部门的新生代员工的工作潜能和个人潜能为目的，为解决新生代员工的忠诚度和归属感问题提供参考，以此提高整个企业的经营效率。
英文摘要：	With the soaring development of the Chinese economy, the competitive landscape among enterprises has evolved from a simple technological competition to a talent competition. Talent, as one of the cores of enterprise competition, has led companies to increasingly value employee relationship management and their sense of belonging. In enterprises, the higher the sense of belonging employees have towards the company, the more their talents will be stimulated. Simultaneously, maintaining good relationships with employees will enhance the cohesion and centripetal force of the company. From a long-term perspective, focusing on employees' sense of belonging to the company is actually laying the foundation for sustainable development. On the other hand, the new generation of employees, mainly composed of those born between the 1990s and 2000s, are gradually entering the workplace, becoming the main force and creators of social wealth. They possess strong professional capabilities and a strong sense of innovation, bringing new vitality to the company. However, they also have prominent personalities, are self-centered, value achievement incentives, and pursue the realization of their own values, leading to a series of new management issues. Existing theories have insufficient explanatory power for the behaviors of the new generation of employees, and there is little related research. In practice, few employers can handle such issues well. This study aims to explore strategies to enhance the sense of belonging of the new generation of employees through case analysis and questionnaire surveys. Taking the market sales team of Company Y as an example, it elaborates on the company background and current management issues encountered. Through questionnaire surveys, it understands the sense of belonging of the new generation of employees in the sales team and analyzes the key factors affecting their sense of belonging. Corresponding targeted enhancement strategies are proposed, including implementing incentive systems, creating mentorship mechanisms, encouraging internal entrepreneurship, improving the construction of growth systems for the new generation of employees, and enhancing the attractiveness of the enterprise. This study provides specific strategies and suggestions for improving the sense of belonging of the sales team of Company Y, aiming to maximize the work potential and personal potential of the new generation of employees in the market sales department. It serves as a reference for solving the loyalty and sense of belonging issues of the new generation of employees, thereby improving the overall operational efficiency of the entire enterprise.
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