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论文编号：	9218
作者编号：	2220120266
上传时间：	2017/6/12 9:16:50
中文题目：	诺和诺德办公楼改造项目人力资源激励策略设计与实施
英文题目：	Investigation and Implementation of Human Resource Incentives Strategy in Office Rebuilding Project
指导老师：	李勇建
中文关键字：	项目人力资源; 激励策略; 绩效考核; 薪酬
英文关键字：	project human resource; incentive strategy; performance evaluation; salary
中文摘要：	项目成功的基础应该是施行有效的人力资源管理。如何最大限度来利用人力资源，发挥项目人员的潜能，核心问题就是要做好项目团队人员激励。对于具体的一个项目来说，管理者需要根据人员类型、地点时间以及员工需求的不同而选择相应的激励方式，这样才能达到激励的真正目的。在项目人力资源管理中对项目成员的激励越来越受到组织的重视，项目管理者都希望能够在预期的时间内达到项目的标准，所以项目成员的工作效率就是项目目标达成的保障。此时项目管理者就需要通过一些激励手段来提高项目成员的工作热情和积极性。本文以项目人力资源管理理论为基础，将激励理论引入到项目人力资源管理之中，希望通过激励提高项目人力资源工作的效率，帮助企业早日实现项目目标。通过对国内外有关项目人力资源管理的相关研究进行回顾发现，大部分的研究都在探讨项目人力资源管理的重要性和可行性，可以理解为大部分的研究都停留在理论层面上，结合具体项目的研究很少。本文结合诺和诺德公司办公楼改造项目，一方面实现了对理论的实践，另一方面也帮助诺和诺德公司找到了项目人力资源管理的新思路。本文结合了激励保健理论和期望理论，阐述了激励在整个项目管理中的作用，既如果实际的回报能够达到被激励者的预期，激励作用就会生成，被激励者的内在动力就会产生。如果实际回报高于被激励者的预期，内部动力就会更强劲。反之激励实施者提出的期望对被激励者并没有任何的吸引力，激励就会失败。然后结合诺和诺德办公楼改造项目人力资源激励的具体情况展开了分析。诺和诺德办公楼改造项目因为周期较短所以工作效率要求很高，所以从工程开始之时就没有停止过对项目成员激励问题的探讨。因为激励不到位、激励手段单一、激励以项目成员实际需求为基础等问题的存在，激励作用并没得到充分发挥，以至于诺和诺德办公楼改造项目进度没有明显的加快。本文通过问卷调查的方式对主要的激励因素进行重要性评价，调查事项涵盖考核制度、工作监督机制、薪资水平、工作环境与条件、项目成员职业发展规划、获得学习历练的机会、劳动保护与强度、工作安全、团队沟通、参与决策的机会、职务晋级提拔的机会、工作乐趣、社会地位，上级关怀与信任，工作挑战性，工作自主性，工作成绩认可，工作成就感、工作责任感、团队归属感等20个因素。通过这一评价也可以看出项目成员的激励需求，然后根据筛选出的重要激励因素制定激励满意度调查问卷，主要包括对现有激励策略的满意度、对绩效考核的满意度和对薪酬的满意度，通过问卷调查指出诺和诺德办公楼改造项目成员激励存在的问题。本文认为项目人力资源激励的展开需要以项目成员的实际需求为基础进行展开，而不是选择“一刀切”，根据马斯洛的层次需求理论，处于不同阶段、不同岗位甚至于不同环境的项目成员对激励的需求都是不同的，需要制定差异化的激励策略，能够满足所有项目成员的激励需求。另外需要充分发挥绩效考核的辅助作用，同时完善薪酬体系。基于此理论以及在项目中激励措施存在的具体问题，对诺和诺德办公楼改造项目人员的激励策略，首先本着“员工与企业互利双赢，内部公平与外部公平一致，有效性和时效性统一，短期与长效激励措施相协调”的原则，其次要根据不同类型项目成员的需求采取不同的激励策略。例如对项目经理采取薪酬激励和培训激励；对本司项目成员采取物质激励，精神激励，培训激励相结合的手段；对施工单位采取物质激励，精神激励，企业文化激励等不同激励策略。策略能否奏效关键在执行环节，优化策略的落实需要有制度作为保障。为了保证提出的激励优化策略能够落到实处，本文继而讨论了如何确保设计的激励策略能够有效实施的保障计划。同样针对不同的项目角色，制定了不同的保障措施。对项目经理的激励要侧重职业成长方面的保障。所以项目经理激励的保障在于培训激励体系的创新；主要从引入新的培训激励体系；利用奖罚制度约束项目经理行为两方面考虑。而项目成员激励的特点是长短期激励相结合，所以激励实施的保障既要有制度层面上的，也要有文化层面上的。例如建立健全项目成员培训制度；通过不同渠道加强与项目成员之间的沟通等。对施工单位的激励措施实施保障相对比较直接，即充足的资金保障以及对施工环境的改善。最后，通过研究本文得出了以下结论：第一，对于任何一个项目来说，人都是项目建设成功的关键因素，他们的工作态度以及在工作中的投入程度直接关系着项目的成功与失败。因此，对项目团队中的成员进行有效的激励，可以激发他们现有的和潜在的工作热情和工作能力，高效率才是项目顺利完成的保障，所以项目激励十分重要。第二诺和诺德的项目与其他项目不同的是对项目进度计划要求比较高，所以决定项目成员负荷要比其他项目的项目成员大，所以需要将这个特点考虑其中。第三，激励需要的不仅仅需要正确的态度，还需要掌握正确的方式、方法。比如本文提到了项目管理者可以选择物质激励和精神激励相结合的方式，在为人才提供公平和具有外部竞争力的薪酬的同时，也给予人才足够的尊重和器重，为人才提供良好的发展机会和晋升空间，也要多多给予人才来自企业和管理者个人的人文关怀。
英文摘要：	The success of the project should be based on effective human resource management. How to maximize the use of human resources, to play the potential of the project staff, the core problem is to do good jobs in the project team incentives. For a specific project, managers need to choose the appropriate incentives according to the type of personnel, the location of time and the different needs of employees, so as to achieve the real purpose of motivation. In project resource management area, the project team incentive has attracted more and more attention to the organization, project owner/sponsor always expect to achieve the project milestones within the agreed timeline, so the project members work efficiency is one of critical factor to ensure project deliverables. Thus, project owner/sponsor need to use incentives to improve the engagement of project members. This thesis is based on the project of human resource management theory, incentive theory into project human resource management, to improve the efficiency of project human resource management through incentives, to help enterprises realize the objectives of the project. Through reviewing the relevant research about project human resource management around the world wide, most of the research are focusing on the importance and feasibility of project human resource management, can be understood in another words that most of research are still staying at the theoretical level, implementation based on specific projects is very few. In this thesis, the office rebuilding project of Novo Nordisk, one hand to achieve the practice in real project of the theory, on the other hand to help Novo Nordisk to find a new idea about human resource management in project management. In this thesis, combined with the theory of incentive health care and expectancy theory, e.g. if the actual beneficial return can achieve the expectation from be motivated person, then the motivation will be generated, and the self-motion motivation of the motivated person will be generated. If the actual beneficial return is much higher than expectation by the motivator, the internal dynamics will be even stronger. On the contrary, the expectation of the motivated implementer does not have any attraction to the motivated person, and the incentive will fail. Then, this thesis expounds the role of incentive in the whole project management, and then analyzes the specific situation of human resources incentive of NN office building renovation project. For NN office building renovation project, because of the short cycle so the work efficiency is very high, so from the beginning of the project did not stop the project members of the incentive issues. Because the incentives are not in place, single means of encouragement and incentive to project members’ actual demand based on the existence of the problem, and no incentive effect into full play, so that the NN office building renovation project schedule was not accelerated. In this thesis, the importance of evaluation of the main motivational factors through the questionnaire survey, which covers matters appraisal system, supervision mechanism, salary level, working environment and conditions, project members occupation development plan, learning opportunity, labor protection and strength, work safety, team communication and opportunities to participate in decision making, promotion opportunities, work life balance, social position, superior care and trust, challenge of the work, independently work, recognition of work, achievement of work, responsibility, sense of belonging to the team and so on which is in total 20 factors. Through this evaluation can also see that the project members incentive demand, then according to the important incentive factors selected incentive satisfaction questionnaire, mainly including the existing incentive strategies and the satisfaction of performance appraisal satisfaction and salary satisfaction questionnaire the survey pointed out that the office building project of NN company members incentive problems. We think that the project human resource incentive to start the actual needs of the project members as the basis for the expansion, and not "across the board", according to MaAow's hierarchy of needs theory, at different stages, different positions and even in different environment project members to drive demand is different, need to develop differentiated incentive strategies all members of the project, to meet the needs of motivation. In addition, it is necessary to give full play to the role of performance appraisal, while improving the compensation system. Base on this theory and the specific problems existing in the incentive actions in the project, according to the staff incentive strategy of Novo Nordisk office rebuilding project, with the principle of "mutual benefit and win-win of company and employee, equity treatment between internal and external team members, unity of effectiveness and timeliness, combination and balance of short-term and long-term incentive strategy" principles. And secondly to take different incentive strategy according to different types of project members’ various demand. For instance, making use of salary and training incentives to the project manager; taking material incentive, spirit incentive, training incentive combination to project team members; taking the material incentive, spirit incentive, owner enterprise culture motivation and others different incentive strategies to the construction unit. Whether the strategy is effective or not is the key link in the implementation phase and the implementation of the optimization strategy needs a system to guarantee. In order to ensure that the proposed incentive optimization strategy can be implemented, the thesis then discusses how to ensure that the design of incentive strategies can be effectively implemented with a solid plan. In the same way, different security plans have been formulated for different project roles. For project managers, the incentive should focus on career development. So the project manager incentive guarantee plan is covered by creative of training incentive system; which is mainly from two aspects: the introduction of new training incentive system and using of reward and punishment system to control project manager’s behavior. Secondly, the motivation of project members is a combination of long and short term incentives, so the guarantee of incentive implementation should consider on both systematic and well-being. For instance, establish and optimize the training system for project members, strengthen communication with project members through different channels, etc. The implementation of the incentive guarantee plan for construction units is much more straightly, which is sufficient financial support and improvement of the construction environment. Finally, through the study of this thesis, have got following conclusions: First of all, for any projects, people are the key factor in the success of the project execution; whose work attitude and the level of involvement in the project are directly related to the success or failure of the project. Therefore, effective incentive for members of a project team, can stimulate their existing and potential work enthusiasm and work ability, high efficiency is the guarantee of the successful completion of the project, so the project incentive is very important. Second, the different of this Novo Nordisk project compare to other projects is that this project has a very high requirement on project schedule, which decide that work load of project members than other project members, so it is necessary to consider the characteristics of the specific project. Third, incentive requires not only the right attitude, but also the correct way and method. For instance, this thesis referred to that the project owner/sponsor can select the combination of material and spiritual incentive, while in providing fair and competitive salary to resource, also give whom sufficient respect and attention, provide a good opportunity for the personal development of resource and promotion opportunities, of course, more and more human being care are also necessary from company management team to the resource.
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