 ==>> 点击下载文档 |
论文采用文献研究、问卷调査及统计分析等方法,立足马斯洛需求层次理论、
期望理论与双因素理论,探索了 TL房地产公司员工满意度现状及改进措施。论文
选择TL房地产公司作为研究对象,以明尼苏达量表和工作说明量表作为参照,査
阅了大量的国内外文献,对TL房地产公司的员工满意度设计调査问卷,问卷中对
TL房地产公司现有的制度文化进行了调研,在制度文化调研中发现公司的绩效考
核不公平、公司对员工的关注不够、没有完整的培训体系等问题;从工作本身、
领导、同事、晋升、薪酬福利五个方面进行满意度问题设计,得出TL房地产公司
存在薪酬福利体系不完善、晋升机制不健全、绩效评价不合理等影响员工满意度
的因素。最后,针对发现的问题,提出通过改革绩效激励制度、改革培训体系、
改革员工福利制度等提髙员工满意度
论文研究的主要内容有四部分,第一部分为研究动态与理论基础,第二部分
为TL房地产公司员工满意度现状及评价,第三部分为TL房地产公司员工满意度
管理存在的问题及原因,第四部分为TL房地产公司提升员工满意度的改进措施
论文研究的重点内容是员工满意度现状与存在的问题。论文提出的基本观点为:
认为TL公司员工满意度总体不髙,认为TL公司员工满意度管理中存在的主要问
题为年终奖酬分配不均、绩效考评实施设定不合理、员工激励缺乏必要反馈、没
有相应工作岗位说明书、员工忠诚度普遍不高等。认为TL公司员工满意度管理存
在问题的主要原因为领导对员工满意度不重视、绩效管理较为陈旧、晋升论资历
现象较为严重、缺乏完整的员工职业规划等。认为TL公司提升员工满意度的改进
措施为改善员工薪酬福利制度、建立双向沟通平台、重视情感管理、完善公司绩
效考核体系、完善员工培训制度等
关键词:房地产员工满意度激励
I Abstract
Etr^loyee satisfaction has a direct intact on the value creation of enterprises, and
enqjloyee satisfaction is positively correlated with firm value. Employee satisfaction has
a positive impact on enterprise performance, if the employee satisfaction degree high
can promote enterprise performance improvement, which is conducive to the long-term
development of enterprises. The research of employee satisfaction is helpful to enhance
the cohesion of the enterprise, and it is helpful to the management decision of the
enterprise human resource, which is helpful for the enterprise to increase the profit.
Employee satisfaction management is an important issue of human resource
management. The small and medium-sized real estate enterprises in our country, the
mobility of the staff is relatively large, do a good job of employee satisfaction
management helps to train the staff of the sense of belonging to the enterprise, increase
the sense of work achievement, reduce stajBf turnover rate.
This paper uses literature research, questionnaire survey and statistical analysis
method, based on Maslow&39;s hierarchy of needs theory, expectancy theory and two factor
theory, ejqjlores the current situation and measures to improve employee satisfaction of
TL Real Estate Company. This paper selects TL Real Estate Company as the research
y-
object, taking Minnesota scale and job description scale as a reference, access to a large
number of domestic and foreign literature, the TL Real Estate Conq)any employee
satisfaction questionnaire, questionnaire of TL Real Estate Company in the existing
system of cultural research in system culture research found that the conqiany&39;s
performance appraisal is not &ir and the conq)any staff do not pay enough attention,
there is no conq)lete training system; design of satisfaction from the work itself,
leadership, colleagues, promotion, salary and welfare of five aspects, obtains the TL
Real Estate Conpany salary welfare system is not perfect, the promotion mechanism is
not perfect, the performance evaluation of unreasonable factors that affect enq)loyee
satisfaction. Finally, according to the problems, the author puts forward the reform of
the performance incentive system, the reform of the training system, the reform of
employee welfare system, and so on.
Ill The main contents of this paper have four parts, the first part is the research on the
dynamic and theoretical basis, the second part is the present situation and evaluation of
employee satis&ction of TL Real Estate Company, problems and reasons of the third
part of the TL Real Estate Con^any enqjloyee satisfaction management, the fourth part
to inq)rove the measures of employee satisfaction for TL Real Estate Conqany. The
main content of this paper is the present situation and existing problems of employee
satisfaction. The basic viewpoint of this research is that the TL Real Estate Con^any
employee overall satisfaction is not high, that the main problems existing in the
management of employee satisfaction in TL company for the year-end bonus reward
distribution, performance appraisal set unreasonable, the lack of necessary incentive
feedback, without the corresponding work instructions, employee loyalty is not high.
The author thinks that the improvement measures of TL conpany to improve employee
satisfaction are to improve the employee’s salary and welfare system^ to establish a
two-way communication platform, to attach importance to the emotional management,
to improve the company&39;s performance appraisal system, to improve the staff training
system, etc..
Keywords: Real estate,employee satisfaction,incentive
IV 目录
m w: i
Abstract in
第1章绪论 1
1.1研究背景1.2研究意义1.2.1理论意义1.2.2现实意义1.3国内外研究综述1.3.1国外研究综述1.3.2国内研究综述1.4研究内容与框架1.4.1研究内容1.4.2研究框架1.5研究方法1.5.1文献分析法1.5.2问卷调査法1.5.3统计分析法1.6研究创新与不足1.6.1研究创新1.6.2不足之处第2章员工满意度研究的相关概念及基础理论2.1员工满意度的概念2.2员工满意度的形成过程2.3员工满意度影响因素2.4员工满意度研究的理论基础2.4.1马斯洛需求层次理论2.4.2期望理论2A3双因素理论V 2.5 结语第3章TL房地产公司员工工作满意度现状
21
3.1 TL房地产公司简介
21
3.2 TL房地产公司人力资源现状
22
3.3 TL房地产公司员工工作满意度现状分析
23
3.3.1 TL房地产公司员工工作满意度调査问卷设计
23
3.3.2 TL房地产公司员工基本情况分析
25
3.3.3 TL房地产公司制度环境分析
28
3.3.4 TL房地产公司工作满意度评价
30
3.4 網 34
第4章TL房地产公司员工满意度管理存在问题及原因分析
35
4.1 TL房地产公司员工满意度管理存在的问题
35
4丄1年终奖酬分配不公
35
4.1.2绩效考评实施设定不合理
35
4.1.3员工激励缺乏必要的反馈
36
4.1.4没有相应的工作岗位说明书
36
4.1.5员工忠诚度普遍不高
36
4.2 TL房地产公司员工满意度管理存在问题的原因
37
4.2.1领导对员工满意度不重视
37
4.2.2绩效管理较为陈旧
37
4.2.3晋升“论资历’’现象较为严重
38
4.2.4缺乏完整的员工职业规划
38
4.2.5员工在职培训不够重视
39
4.3结语 39
第5章TL房地产公司提升员工满意度的改进措施
41
5.1改善员工薪酬福利制度
41
5.2建立双向沟通平台
43
5.3重视情感管理
44
5.4完善公司绩效考核体系
44
5.5完善员工培训制度
45
5.5.1开展员工薪酬福利认知培训
45
VI 5.5.2开展职业能力培训
46
5.6 關 47
第6章研究结论与展望
49
6.1研究结论
49
6.2研究展望
49
参考文献 51
m m 55
ilt 63
攻读学位期间研究成果
65
VII 第1章绪论
第1章绪论
1.1研究背景
房地产行业随着经济的发展,经济增长模式也在逐渐转变,各房地产企业之
间的竞争逐渐加剧,经营模式突破以前的单一经营开始向集团经营发展,并且跨
区经营开始出现。我国加入WTO以后开始“迈出国门,走出世界”,蓬勃发展的房
地产企业积极的进行开疆扩土,进行资本扩展。随着企业经营规模的扩大,企业
的经营风险也在不断增加,这就要求房地产企业在必须随时监控潜在的各类风险
房地产企业在扩展的过程中逐渐从资金密集型企业转为人才密集型企业W。竞
争的加剧,要求房地产企业必须以更髙效的方式来进行资源配置。在人才密集型
的企业中,人力资源对企业的发展至关重要[2]。研究表明,客户满意度、员工对企
业的忠诚度、员工工作满意度与企业的利润增长之间有着显著的正相关关系。员
工满意度,简称为ES (Employee Satisfaction),表示员工在工作中产生的一种愉
悦程度,这种愉悦程度随着自身价值观需要被满足程度的提高而提高,取决于自
身对工作的期望与实际感知的比较,如果自己的期望大于实际感知,就会产生较
低的满意度,自身的期望小于实际感知则会产生较高的满意度[3]
组织员工的满意度髙低与组织价值的创造力往往具有正相关性,员工满意度
越高的组织创造的价值越大[4]。根据哈佛大学的一项研究,员工满意度每提髙0.05,
则企业利润可以提高0.025,员工工作满意度较髙的企业往往具有较好的员工忠诚
度,并且企业利润也相对较髙;企业满意度较低会导致员工的流失率较高,相对
应的企业的利润也较低[5]。员工工作满意度较髙就会对组织产生归属感,在工作中
更具创新性和奉献精神。员工工作满意度较低的员工在工作过程中会出现比较激
励的意见和建议,不会对工作尽心尽力,经常出现迟到、工作失误等情形,极端
的就会离开组织,可以得知员工工作满意度与员工的流失率、缺勤率都是负相关
关系
民营房地产企业中存在着很严重的员工流失现象,员工流失率高达20%[6]。虽
然企业员工的流动是绝对的,稳定是相对的,但是房地产企业应该努力采取措施
降低员工流失率,尤其是核心员工流失率。造成员工流失率高的因素是多方面的,
。。。以上简介无排版格式，详细内容请下载查看
