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论文编号：	9754
作者编号：	2120152769
上传时间：	2017/12/10 9:52:13
中文题目：	U集团天津公司一线员工激励问题的研究
英文题目：	Research on the Incentive Problem of Frontline staff in U Group
指导老师：	杨斌
中文关键字：	一线员工；激励；差异性
英文关键字：	front-line staff,incentive,difference
中文摘要：	作为企业最重要的资源，员工是企业屹立不倒的基石，是企业发展的不竭动力。水能载舟亦能覆舟，企业成长发展离不开员工的辛勤努力；企业转型升级更离不开广大员工的支持与扶助。员工激励是企业人力资源核心问题之一，尤其是在企业面临发展危机需要转型之际。在企业转型过程中员工激励的调整与改变是否能被员工理解与接受，是否能贯彻执行达到预期结果，都直接影响到员工对企业在转型过程中的支持程度，成为企业转型成功的关键所在。中国石材行业经过近三十年的快速发展，从2012年起开始出现断崖式回落。遭遇到中国石材业现代发展史中头一遭的“滑铁卢”，行业内众企业都难以避免的遇到了发展困难。行业洗牌即将来临，行业转型势在必行，但众企业的路在何方却不明朗。由于经验不足，很多企业在探索经营的道路中忽略了对人的重视，以致伤害到员工的感情，进而导致员工离职、怠工、起诉等现象层出不穷。攘外必先安内，企业一旦失去了员工支持，便如失去了发展的根基，任何策略也将不再行之有效。本文以中国石材行业中一家代表性企业为案例，该企业在石材业遇冷后积极调整经营策略，力保企业业绩稳定，但在整体经营增速放缓趋势下经营层更多地关注业绩稳定，采取了一系列控成本降费用的措施，如裁员、降薪等，且以迅雷不及掩耳之势大刀阔斧地开展起来，忽略了员工的感受，从而导致员工不满，对企业的向心力下降，企业与员工之间的良好信任关系开始出现裂痕。员工不满直接影响到工作表现，进而导致该企业转型发展工作受阻。本文通过问卷及面谈调查法对该企业员工满意度现状进行了深入了解，且对该企业近三年员工薪资水平、人员数量、签约额、产量等经营管理指标做出统计分析，同时充分考虑到中国石材业及该企业母公司的发展历史与趋势，得出以下结论：该企业一线员工的不满意程度最强烈；不满主要来源于员工感受到自身利益大不如前，实质是企业转型过程中未能很好的实施员工激励，调整的激励措施未能得到员工认可。而各车间因人员、设备、生产特点存在差异性也引起需求的差异化，不满意内容存在一定区别。针对该企业在经营增速放缓情况下一线员工普遍存在的工作动机和积极性下降等问题，本文从对企业不同车间的差异性入手，借鉴各种激励理论及方法并结合调查分析的结果，力图从基于综合激励下的区别对待的视角，为提升企业一线员工激励的有效性提供切实可行的改进对策。
英文摘要：	As the most important resource of the enterprise, the employee is the most important resource of the enterprise. Doing job of employee motivation is the key to the success of enterprise development transformation. After nearly three decades of rapid development China's stone industry began to cliff-type down from 2012. Industry development encounter so industry development and transformation is imperative.Industry companies are exploring the transformation of the method and taking various measures to ensure the development.However,due to lack of experience many enterprises have ignored the importance of human resources and hurt the feelings of employees seriously, leading to employee turnover, sabotage, prosecution and other phenomena endless in the process of adjusting the strategy. This paper is a case study with a Chinese famous stone enterprises. The enterprise takes the positive adjustment strategy to ensure stable performance in the development of resistance. But ignores the care and attention of the staff in the policy implementation process leading to dissatisfied employees. This paper through the questionnaire survey and interview investigation method of the enterprise employee satisfaction in-depth understand the status quo. At the same time, the author analyzes the management indexes such as the salary level, the number of personnel, the contract amount and the output of the enterprise in the past three years. The result of the survey is that the unsatisfactory level of the front-line staff is the strongest,and the personnel, equipment and production characteristics are different, and the content of different workshop employees are dissatisfied with the content of the difference. This paper starts with the difference of different workshop of the enterprise, draws lessons from various incentive theories and methods and combines the results of the investigation and analysis, and tries to analyze the differences between the work and the enthusiasm of the first-line employees in the business slowdown. From the perspective of the difference between the comprehensive incentive to improve the efficiency of the first-line staff incentives to provide practical improvement measures.
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