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论文编号：	15792
作者编号：	2320233852
上传时间：	2025/12/10 9:39:04
中文题目：	M科技公司研发人员激励体系优化研究
英文题目：	Research on the Optimization of the Incentive System for R&D Personnel in M Technology Company
指导老师：	王健友
中文关键字：	科技公司；研发人员；激励体系；优化
英文关键字：	technology company；R&D personnel；incentive syste；optimization
中文摘要：	改革开放以来，我国工矿装备研制水平稳步提升，经过数十年积累逐步从制造大国向创新强国转型。自主研发创新是该领域企业核心竞争力的关键，研发人员作为技术创新与成果转化的核心力量，其积极性直接决定企业竞争地位。M 科技公司长期深耕工矿装备领域、坚持自主研发，以“引领工矿行业发展”为战略目标，但在行业竞争加剧与技术迭代加速下，研发人员激励体系的适配性与有效性，逐渐成为制约企业突破瓶颈的关键。 M科技公司虽长期关注研发人员激励，不同阶段推出过针对性举措并获成效，但2022年科创板上市后，研发人员激励需求出现新变化。现有薪酬体系与贡献度匹配不足，导致部分核心研发人员不满；作为上市公司，研发人员对股权激励诉求强烈，而原有激励形式难以满足长期绑定需求；职业晋升通道模糊，缺乏个性化路径，研发人员面临“成长困惑”，存在高潜力人才流失风险。这些问题影响研发团队稳定与效率，制约成果质量与转化，亟需进行体系优化。本研究以需求层次理论、公平理论、强化理论与期望理论为支撑构建框架，采用文献研究、问卷调查、深度访谈方法，基于理论与实证，从三维度构建优化体系，搭建科学薪酬体系，建立与层级、绩效、技术成果强关联的薪酬结构；设计多元化股权激励，结合上市公司属性建动态股权池，推出限制性股票与员工持股计划并行方案；完善个性化职业晋升通道，设立管理通道、技术通道、专业支持通道。此外，同步构建制度、组织、文化三维支撑，形成闭环机制。 从价值看，对M科技公司而言，优化体系可激活研发活力、降低流失率、提升成果效率，助力实现战略目标；对行业而言，工矿装备研发人员因专业门槛高呈稀缺性，其行业流动会带动经验共享，在推动领域技术创新与人才培养方面，具有参考意义。
英文摘要：	Since the reform and opening up, the research and development level of industrial and mining equipment in China has steadily improved. After decades of accumulation, it has gradually transformed from a manufacturing powerhouse to an innovation leader. Independent research and development is the key to the core competitiveness of enterprises in this field. As the core force of technological innovation and transformation, the enthusiasm of R&D personnel directly determines the competitive position of enterprises. M Technology Company has long been deeply involved in the industrial and mining equipment field and adheres to independent research and development, with the strategic goal of "leading the development of the industrial and mining industry". However, with the intensification of industry competition and the acceleration of technological iteration, the adaptability and effectiveness of the R&D personnel incentive system have gradually become the key to breaking through the bottleneck for the company. Although M Technology Company has long been concerned about the incentives for R&D personnel and has implemented targeted measures at different stages with positive results, after its listing on the STAR Market in 2022, new changes have emerged in the incentive needs of R&D personnel. The current salary system does not adequately match the contribution level, leading to dissatisfaction among some core R&D personnel. As a listed company, R&D personnel have a strong demand for equity incentives, but the original incentive forms are difficult to meet the long-term binding needs. The career promotion channels are vague and lack personalized paths, causing R&D personnel to face "growth confusion" and posing a risk of high-potential talent loss. These issues affect the stability and efficiency of the R&D team, restrict the quality and transformation of results, and urgently require system optimization. This research builds a framework supported by Maslow's hierarchy of needs theory, equity theory, reinforcement theory, and expectancy theory, and uses literature research, questionnaire surveys, and in-depth interviews to construct an optimization system from three dimensions. It establishes a scientific salary system with a strong correlation to hierarchy, performance, and technical achievements; designs diversified equity incentives, combines the attributes of listed companies to build a dynamic equity pool, and launches a parallel plan of restricted stocks and employee stock ownership plans; and improves personalized career promotion channels, setting up management channels, technical channels, and professional support channels. In addition, it synchronously builds a three-dimensional support system of systems, organizations and culture to form a closed-loop mechanism. From a value perspective, for M Technology Company, the optimization system can activate R&D vitality, reduce the turnover rate, and improve the efficiency of results, helping to achieve strategic goals. For the industry, mining equipment R&D personnel are a highly specialized and scarce pool of talent. Their mobility across companies can catalyze the sharing of expertise, thereby holding significant referential value for advancing technological innovation and talent development in the field.
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