随着我国市场经济体制的改革和发展, 企业管理者越来越认识到激励机制对企业 管理的战略意义，能够做出科学合理的激励机制，对企业的短期绩效和长期发展具有非 常重要的影响。钢铁工业在国民经济中占有极其重要的地位,国有钢铁企业在促进经济 发展、增加税收、提升就业等方面更是有着不可忽视的作用。包头钢铁集团近年来不断 将在企业中的员工年轻化，从而促进了企业在经营过程中的不断进步，而这些年轻的员 工已成为重要的生产力。但在工作中也出现了很多实际问题，因此在当前新形势下，如 何充分发挥激励作用，激发基层青年职工的积极性，在很大程度上显得尤为重要。本文 立足包钢集团的实际情况通过运用实证调查分析、定量分析与定性分析、文献分析等方 法掌握了包钢基层青年职工的需求，通过对相关数据的收集和整理从而对于现有的内部 机制进行了一个系统的了解，并且通过对其分析从而判断出包钢内部现存的一些问题， 并针对这些问题进行指正和改善。通过对现有的包钢内部运营过程中遇到的一些状况来 分析，可以发现在管理的过程中，包钢的高层为了使包钢的内部更加具有活力，经常会 采取一定的措施来带动员工的积极性，但是由于在采取措施的过程中，并没有真正的涉 及到员工最为担心的利益等问题和因素，从而导致了在包钢的实际的管理过程中，并不 能使员工的积极性得到带动，而在包钢的实际运营中，员工们的收入水平、在包钢内部 为员工们所提供的工作环境、员工的婚姻状况等因素都对于员工在包钢建设过程中的积 极性有着很大程度上的影响，现在包钢内部虽然也有采取措施，但是对于员工们的积极 性的调动程度并不高，所以也可以进一步推断出，现在的一些模式并不能满足包钢内部 的需求，也就是在该方面，仍然有着较多的可以进步的空间。在对于包钢内部的状况的 不断的分析的过程中，针对包钢内部的现有情况，以及青年员工实际需要的调查，文章 提出了具体的优化措施和保障措施，并有针对性的得出了结论和给出了建议。通过问题 分析可以发现，如果可以从员工的福利待遇，员工个人在包钢内今后的发展情况等进行 比较有针对性的提升，将青年员工的需求作为管理时的一个重要的考虑对象，并且加强 包钢内部的思想文化建设从而在满足员工物质需要的同时充分带动其思想精神的进步 以及包钢内部的大团结，使他们尽情发挥应有的积极性和创造性，最终达到使企业发展 目标与基层青年职工个人发展双实现的局面。 关键词： 激励机制 包钢集团 基层青年职工 优化和完善IV Abstract With the reform and development of China's market economic system, enterprise managers are increasingly aware of the strategic significance of incentive mechanism for enterprise management, and can make a scientific and reasonable incentive mechanism, which has a very important impact on the short-term performance and long-term development of enterprises. The iron and steel industry plays an extremely important role in the national economy, and state-owned iron and steel enterprises play an important role in promoting economic development, increasing tax revenue and promoting employment. In recent years, baotou iron and steel group has been making its employees younger, which has promoted the continuous progress of the enterprise in the process of operation, and these young employees have become important productivity. But there are also many practical problems in the work, so in the current new situation, how to give full play to the role of incentives, stimulate the enthusiasm of grassroots young workers, to a large extent, seems particularly important. In this paper, based on the actual situation of baotou steel group by using the empirical analysis, quantitative analysis and qualitative analysis, the method of literature analysis and so on have the demand of the clad steel young worker at the grass-roots level, through to the relevant data collection and sorting and a system for the existing internal mechanisms, and through the analysis to determine the steel inside some of the existing problems, and to correct and improve on these issues. Based on the existing steel encountered in the process of internal operations of some conditions to analysis, we can find that in the process of management, baotou steel top in order to make the steel internal more dynamic, often take certain measures to drive the enthusiasm of employees, but because in the process of action, and no real involves the interests of the employees are most worried about problems and factors, leading to a in the process of the actual management of baotou steel, and can't drive the enthusiasm of employees, and in the actual operations of the steel, The income level of employees, in baotou steel internal employees to provide a working environment, staff factors such as marital status for employees in baotou steel construction enthusiasm has largely influence, in the process of baotou steel internal although there are now take measures, but the degree of to mobilize theV enthusiasm of the staff is not high, so we can further infer, now some patterns do not meet the needs of baotou steel internal, also is in this respect, we can still have more room for improvement. In for internal condition of baotou steel in the process of analysis, we aimed at the existing condition of baotou steel internal, and young employees actual need of investigation, we found that if you can from the staff welfare, staff personal in baotou in the future development of more targeted promotion, when will the needs of young employees as the management object is one of the most important consideration, and strengthen the ideological and cultural construction so as to baotou steel internal while meet the material needs employees to drive its ideological progress and fully clad steel internal unity, make them fully play their enthusiasm and creativity, Finally achieve the enterprise development goals and grassroots young workers to achieve the situation of personal development. KeyWords: Incentivemechanism Baotousteelgroup Grass-rootsyoungworkers Optimization and improvementVI 目 录 摘要.....................................................................................................................................III Abstract...................................................................................................................................IV 1 引言.......................................................................................................................................1 1.1 研究背景、目的及意义...............................................................................................1 1.1.1 研究背景...............................................................................................................1 1.1.2 研究目的...............................................................................................................1 1.1.3 研究意义...............................................................................................................2 1.2 研究现状.......................................................................................................................3 1.2.1 研究现状...............................................................................................................3 1.2.2 论文的流程结构...................................................................................................3 1.3 研究思路、方法及创新点...........................................................................................4 1.3.1 研究思路...............................................................................................................4 1.3.2 研究方法...............................................................................................................4 1.3.3 本文创新点...........................................................................................................5 2 激励机制的理论研究...........................................................................................................6 2.1 激励的含义...................................................................................................................6 2.2 激励机制的含义...........................................................................................................6 2.3 主要的激励理论...........................................................................................................6 2.3.1 内容型激励理论...................................................................................................6 2.3.2 过程型激励理论...................................................................................................8 2.3.3 国内相关激励理论...............................................................................................9 3 包钢基层青年职工激励机制实施现状.............................................................................12 3.1 包钢简介.....................................................................................................................12 3.2 包钢职工群体现状.....................................................................................................12 3.2.1 包钢职工状况.....................................................................................................12 3.3 包钢基层青年职工激励需求调查分析.....................................................................14 3.3.1 调查概述.............................................................................................................14 3.3.2 调查结果分析.....................................................................................................14VII 3.4 包钢基层青年职工激励机制运行现状分析.............................................................15 3.4.1 物质激励现状.....................................................................................................15 3.4.2 环境激励现状.....................................................................................................16 3.4.3 能力激励现状.....................................................................................................16 3.4.4 成就激励现状.....................................................................................................16 3.4.5 包钢现行激励机制的效果.................................................................................17 4 包钢基层青年职工激励机制存在的问题及原因.............................................................18 4.1 现行激励机制存在的问题.........................................................................................18 4.1.1 薪酬激励存在的问题.........................................................................................18 4.1.2 环境激励存在的问题.........................................................................................19 4.1.3 培训制度存在的问题.........................................................................................19 4.1.4 职业生涯管理存在的问题.................................................................................19 4.2 现行激励机制存在问题的原因.................................................................................20 4.2.1 激励制度设计与基层青年职工需求不匹配.....................................................20 4.2.2 激励制度执行不到位.........................................................................................20 4.2.3 对基层青年职工激励重视度不足.....................................................................20 5 包钢基层青年职工激励机制优化方案和保障措施.........................................................22 5.1 包钢基层青年职工激励机制优化设计方案.............................................................22 5.1.1 健全薪酬福利满足青年物质需要.....................................................................22 5.1.2 加强培训注重青年能力提高.............................................................................24 5.1.3 巩固思想引导营造良好主观环境.....................................................................25 5.1.4 了解青年发展需求完善成就激励.....................................................................26 5.2 基层青年职工激励机制实施的保障措施.................................................................27 5.2.1 优化约束制度强化组织保障.............................................................................27 5.2.2 加强双向沟通提供思想保障.............................................................................28 5.2.3 完善选拔晋升激励.............................................................................................29 5.2.4 改进员工发展激励.............................................................................................30 6 结论.....................................................................................................................................31 6.1 主要结论.....................................................................................................................31 6.2 主要建议.....................................................................................................................31VIII