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论文编号：	14982
作者编号：	2320223853
上传时间：	2024/12/8 16:04:16
中文题目：	ZT产业集团下属DL公司员工激励问题与改进策略研究
英文题目：	Research on Employee Motivation Issues and Improvement Strategies of DL Company Under ZT Industry Group.,Ltd
指导老师：	刘俊振
中文关键字：	体育企业；员工激励；国有企业；人力资源管理
英文关键字：	Sports Enterprises; Employee Motivation; State-owned Enterprises; Human Resource Management
中文摘要：	随着体育强国建设目标的不断推进，体育企业在通过促进体育产业高质量发展助力体育强国建设中的作用日益显现，在国家体育总局指导下，ZT产业集团股份有限公司围绕体育产业发展持续发力，天津DLZT体育产业有限公司作为ZT产业集团股份有限公司下属公司，自全面运营天津DL体育中心以来，在体育场馆运营细分业务领域中不断实践，通过增强工作激励、完善薪酬激励、创新荣誉激励、丰富发展激励、提升领导激励、加强文化与氛围激励等措施推动员工激励取得了一定效果，促进了体育场馆运营业务稳步发展。然而，在体育企业员工激励工作实际中，仍然暴露出了工作自主性激励不足、绩效考核机制存在短板等问题，人力资源是企业的第一资源，这些问题应当得到高度重视与积极解决。 论文在界定激励概念，梳理马斯洛需要层次理论、亚当斯公平理论等员工激励理论与文献研究基础上，通过问卷调查与个案研究等方法，对DL公司员工激励情况进行问卷调查，对结果数据进行分析，结合员工激励情况个案研究，识别、总结、分析了工作自主性激励不足、工作反馈性激励缺乏、绩效考核机制存在短板、薪酬水平激励亟需改善、法定福利贯彻落实不力、荣誉激励效果欠佳、领导激励问题较为突出、工作环境激励效果不佳等问题，在马斯洛需求层次理论、亚当斯公平理论、工作特征模型等理论指导下，提出了通过提升工作自主性、加强工作反馈性、优化绩效考核机制等方式加强工作与发展激励，采取严格执行国家地方政策、建立薪酬定期调整机制、发挥业绩提成牵引作用等措施提升薪酬水平激励效果，通过强化ZT产业集团及ZT空间集团荣誉激励、优化DL公司荣誉激励体系等方式统筹增强荣誉激励效能，采取培养提升领导力、树立正确用人观等措施提升领导激励，通过改进工作环境、强化ZT精神与继承创新、发扬光大中华体育精神等方式加强氛围与文化激励等改进策略，以及打破体制机制束缚、业务经营提供保障、管理人员全面提升等保障措施。 本文研究有利于提升体育企业员工激励制度的规范性和科学性，提高体育企业人力资源管理水平，推动公司实现持续健康发展，并有助于总结提炼具备体育行业特色的员工激励机制，为体育产业的其他细分产业提供员工激励改进思路与实践样板，发挥借鉴意义。
英文摘要：	With the continuous advancement of the goal of building a strong sports nation, the role of sports enterprises in assisting the construction of a strong sports nation by promoting the high-quality development of the sports industry is becoming more and more obvious. Under the guidance of the State General Administration of Sports, ZT Industry Group Co., Ltd. continues to make efforts around the development of sports industry. Tianjin DLZT Sports Industry Co., Ltd. as a subsidiary company of ZT Industry Group Co., Ltd. has been practicing in the segmented business field of stadium operation since the full operation of Tianjin DL Sports Center, and has achieved certain results in promoting employee incentives by enhancing work incentives, perfecting salary incentives, innovating honor incentives, enriching development incentives, improving leadership incentives, and strengthening cultural and atmospheric incentives. It has promoted the steady development of the stadium operation business. However, in the actual work of employee incentives in sports enterprises, it still exposed the lack of work autonomy incentives, short boards on performance appraisal mechanism and other problems, human resources is the first resource of the enterprise, so these problems should be highly valued and actively solve. On the basis of defining the concept of incentives, combing Maslow's hierarchy of needs theory, Adams' fairness theory and other employee incentive theories and literature studies, the thesis, through questionnaire surveys and case studies and other methods, conducts questionnaire surveys on the incentive situation of DL's employees, analyzes the resultant data and combines them with case studies of employee incentives, identifies, summarizes, and analyzes the insufficiency of work autonomy incentives and the lack of feedback incentives for the work, shortcomings in the performance appraisal mechanism, pay level incentives, implemented effectively statutory benefits, ineffective honor incentives, prominent leadership incentives, and ineffective work environment incentives. Under the guidance of Maslow's Hierarchy of Needs Theory, Adams' Equity Theory, and the Job Characteristics Model, it proposes to strengthen work and development incentives by enhancing work autonomy, strengthening work feedback, and optimizing the performance appraisal mechanism, to enhance the incentive effect of pay levels by strictly implementing national and local policies, to establish a mechanism for regular pay adjustments, and to give play to the pulling effect of performance commissions, to enhance the incentive effect of honor incentives by strengthening the honor incentives of the ZT Industry Group and ZT Space Group, optimize the honor incentive system of DL Company, etc., take measures to enhance leadership incentives by cultivating and improving leadership and establishing the correct concept of employment, etc., enhance the atmosphere and cultural incentives by improving the working environment, strengthening the spirit of ZT and inheriting and innovating, and carrying forward the spirit of Chinese sportsmanship, etc., as well as improve the strategies of breaking the constraints of the system mechanism, providing guarantees for the operation, and comprehensively improving the management personnel. operations, and the overall improvement of management personnel. This paper is conducive to enhancing the standardization and scientificity of the employee incentive system of sports enterprises, improving the level of human resource management of sports enterprises, promoting the company to achieve sustained and healthy development, and helping to summarize and refine the employee incentive mechanism with the characteristics of the sports industry, and providing employee incentive to improve the ideas and practice samples for the sports industry to provide a reference for the other subsectors.
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