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论文编号：	5587
作者编号：	2120112493
上传时间：	2013/6/18 21:34:18
中文题目：	新生代员工激励因素的实证研究
英文题目：	Empirical Research on Motivative Factors of New Generation Employees
指导老师：	王健友
中文关键字：	新生代员工;激励因素;需要程度;满意程度
英文关键字：	new generation employees;motivation;need;satisfaction
中文摘要：	从1980年到1989年，约有近两亿80后出生，从2010年到2019年，这两亿80后将相继踏入社会，逐渐成长为家庭、企业乃至社会发展的中流砥柱。而今年，全国又将有近700万“90后”走出大学校园。随着新生代员工的进入，毫无疑问，会带来企业经营与管理的重大变革，企业必须认识到，传统的人事激励政策已经不能很好地发挥作用了，现有的激励方法也许耗资很多，但却事倍功半。然而，在决心实施变革之前，我们必须首先弄清楚，新生代员工究竟希望从工作中获得什么。 本研究立足于当前时代背景，系统的回顾了“新生代”这一概念提出的背景与内涵，并对其显著特征进行简要的概括，包括生活富庶、乐观主义、消费态度、价值观念和人际关系的态度这五个方面。接下来回顾了四种主要的工作激励内容理论，通过这些激励内容理论的回顾，为本文新生代员工激励因素的体系构思提供基础。当把注意力直接转向工作场所本身，本文回顾了以下员工激励方法的模式演变，从管理实践中的激励思想的演变中，为后文基于实证分析结果提出针对性的管理建议提供帮助。最后，通过梳理关于新生代员工的激励相关研究成果，借鉴赫兹伯格在提出双因素理论时设计出的14大类影响工作积极性的因素，结合员工访谈，重新设计出既有理论基础，又贴近当前研究被试的“新生代员工激励因素的指标体系”，并以此为基础进行实证调查，对回收的数据进行分析，得出本文的研究结论，具体如下： 首先，新生代员工激励因素的指标体系可以划分为四个维度，职业发展、工作价值、个人平衡以及认可。其次，新生代员工认为最重要的五项激励因素依次为：薪酬(72.4%)，人际关系（65.5%），认可（63.8%），职业生涯（48.3%）以及成就（44.8%）。第三，新生代员工在认可、成就、职业生涯、升迁、薪酬（包括工资、奖金以及福利）、人际关系（包括与主管的技术性与社会性人际关系、与同事的人际关系）、公司政策和管理、工作本身、地位、人职匹配、个人生活和工作安全感这16项因素方面，主观上的重要程度与对实际的满意程度之间存在显著的差异性，这说明新生代员工在激励需求的内在动机层面与激励需求的被满足层面，之间具有较大的差距，企业对于新生代员工的实施的激励措施效果不理想。此外，一些人口统计学因素与职业选择相关的因素，例如性别、婚姻状况、最高学历、工作年限、跳槽情况、企业性质以及工作性质可能对新生代员工激励因素的需求程度产生不同程度的影响。 最后，本研究针对数据分析结果，从设计激励性的薪酬体系、建立参与性的企业文化和实施差异化的激励管理方式三个方面，对企业中新生代员工的激励管理提出建议。
英文摘要：	There are about 200 million of the generation after 80s was born from 1980 to 1989, from 2010 to 2019, they will have been into the community, has grown to become the mainstay of families, businesses and even social development. This year, the country that there will be nearly 700 million "the generation after 90s" out of the university campus. With the entry of the new generation of employees, no doubt they will bring a major change in business and management, enterprises must recognize that the traditional personnel incentives can play a role, the existing incentive method may cost a lot of , but less effective. However, before the determination to implement change, we must first find out whether the new generation of employees want to work. In this study, based on the background of the current era, a systematic review of the background and connotation of the concept of the "new generation", and a brief summary of its salient features, including affluent life, optimism, consumer attitudes, values and interpersonal the attitude of these five areas. The next review of the basis of four major motivational content theory, review of these incentives content theory, system idea for this paper, the new generation of employees incentives. When attention is turned to the workplace itself, the paper reviews the evolution of the mode of the following ways to motivate employees, help targeted management recommendations based on the empirical results from the evolution of the management practice incentive ideas for later. Finally, by combing the new generation of employee motivation research, drawing on Herzberg two-factor theory is proposed to design the 14 categories of factors that affect the enthusiasm for work, interviews with staff and re-design existing theoretical basis, but also close to the the current study was to test the new generation of employees incentives index system, and as a basis for empirical investigation, analysis of the recovered data, draw conclusions of this study, as follows: First of all, the new generation of employees incentives index system can be divided into four dimensions, career development, work values, personal balance and recognition. Second, the new generation of employees that the five most important motivating factor as follows: salaries (72.4%), interpersonal (65.5%), recognition (63.8%), career (48.3%) and achievement (44.8%). Third, the new generation of employees in recognition of achievement, career, promotion, remuneration (including salaries, bonuses and benefits), relationships (including with competent technical and social interpersonal relationships, and relationships with coworkers), company policies and management, work status, person level match, personal life and job security these 16 factors, the degree of importance on the subjective and the actual level of satisfaction, there is a significant difference between this new generation of employees to motivate demand intrinsic motivation levels and incentive needs to meet the level, with a big gap between incentives for the implementation of the new generation of employees is not ideal. In addition, a number of demographic factors and career choice-related factors, such as sex, marital status, highest academic qualifications, work experience, job-hopping case, the nature, and the nature of the work may be the extent of demand for the new generation of employees incentives to produce different degrees of impact. Finally, this study, the results of data analysis, from the design of incentive pay system, the establishment of three aspects of participatory corporate culture and implement differentiated incentive management methods, to make recommendations to the new generation of employees in the enterprise incentive management.
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