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H公司工程设计专业技术人才激励问题研究_MBA论文(58页).rar

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H 公司工程设计专业技术人才激励问题研究 中文摘要
I
H 公司工程设计专业技术人才激励问题研究
中文摘要
1992 年曾获得诺贝尔经济学奖的美国著名经济学家贝克尔指出,发达国家资本
的 75%以上不是物质资本,而是人才资本。越来越多的企业开始认识到人才对公司发
展的重要性,尤其是工程这种需要专业技术人才的企业。工程设计专业人才是指,在
设计类企业中区别管理人才和操作服务人才,在专业设计岗位上工作,具有专业技术
从业资格证书,并专门从事设计、科研等工作,能够解决技术问题的人员。相较于一
般的技术人才,其工作复杂、专业性强,要求专业人才必须具备较高的职业素养、创
新意识、优秀的空间思维能力和强烈的责任感。

H 公司是一个位于苏州的设计类企业,近些年来,公司陆续有些工作较久的老技
术人员开始跳槽。另一方面,繁锁的设计工作降低了员工的工作积极性,技术人员绩
效整体提升较慢。H 公司虽然开始意识到专业技术人才的重要新,并不断完善专业技
术人员的激励措施,如公司花费大量的人力和物力来培训技术人员,在薪酬、福利上
采取的是较高于行业平均水平,但还是有些专业技术人员开始离职。这些离职员工往
往掌握着核心的技术,负责某些重要项目,一旦技术人员离职,公司的损失很大。面
对这些问题,H 公司亟需新的方案来改善现状。

本文立足于 H 公司工程类企业技术人员的需求和动机,围绕“有效提高技术人
员的积极性、创造性”目标,试图找到最适合 H 公司的有效激励机制。具体来说,
首先作者收集整理了大量的文献和书籍,了解国内外有关技术人才激励机制的现状,
为本研究打下良好的理论基础。其二,通过对 H 公司管理者和员工的访谈和调查,
了解当前专业人员激励的现状,深入分析原因,发现工程设计技术人才的需求特征,
进而提出一系列行之有效的激励策略。最后,通过访谈结果编制了问卷并用此问卷进
行调查。结果发现 H 公司虽然采取了很多的激励措施,但还存在很多问题,如薪酬
福利体系缺乏科学性与合理性;缺乏人才需求分析,激励目标不明确;缺乏系统的培
训激励机制;H 公司管理松散,对人才的考核制度不完善。结合上述的访谈结果和文
献整理,从物质激励、非物质激励和其他激励三个方面进行激励。其中物质激励包括:中文摘要 H 公司工程设计专业技术人才激励问题研究
II
薪酬激励、奖金、技术分红、补贴,非物质激励包括:股票期权,技术培训,人文关
怀。其他激励是:权力激励和企业文化。

关键词:工程设计;专业技术人才;激励
作 者:赵 燕
指导教师:张腊娥

The study of the H Company’s engineering design
professional incentive problems
Abstract
American economist Becker, who won the Nobel memorial prize for economic
science in 1992, profoundly pointed out more than 75% captain developed countries is not
physical capital, but human capital. Engineering design professionals means, the difference
between management talent and operational services, and do some professional design job,
with professional and technical qualification certificate, and specializes in the design,
research, etc., were able to solve technical problems. Compared to the general technical
talent, their work is complicated and highly specialized; requiring professionals must have
high professionalism, innovation, excellent spatial thinking ability and a strong sense of
responsibility.
H Company is a design company located in Suzhou, but some old technician start to
job-hop recently. Reduces the cumbersome design work enthusiasm of employees,
technicians and enhancing the overall performance is slow, especially some of the larger
seniority employees. The company has started to improve incentives for professional and
technical personnel, hoping to increase employee satisfaction, reduce employee turnover
rate. Although the company spent a lot of manpower and material resources to train
technical personnel in the salary and benefits is taken higher than the industry average.
However, there are some professional and technical personnel began to leave. These
employees tend to hold the core technology responsible for some major projects, once the
technical staff that the loss of a great company. Faced with these problems, H company
need new solutions to improve the current situation.
In this paper, based on the engineering and technical personnel of the enterprise needs
around improve the technical staff enthusiasm and creativity, the goal, we try to find the
most suitable and effective incentive mechanism design class enterprises. Specifically, the
authors first collected a lot of literature and books to understand the present situation of the
technical talent incentive mechanism, this study lay a good theoretical basis. Secondly,