从宏观研究的方法论上来说,本文属于典型的案例研究论文,具体的研宄方法上又
使用了问卷调査法、访谈法和文献法三种。在需求层次理论、双因素理论、成就需要理
论、期望理论、目标设置理论、公平理论等理论的指导之下,文章发现:s公司内部缺
乏专门的人力资源管理部门,没有制定明确的发展战略,致使在人力资源管理的过程中
忽视了人力资源规划的重要性;s公司没有按照科学的职务分析制定合理的岗位职责,
没有制定详细的用工计划和员工培训目标,致使员工在工作过程中和公司在招募人员过
程中的盲目性;s公司缺乏客观公正的绩效考评完整体系,没有构成公平合理的薪酬分
配体制,致使员工对企业的贡献价值无法准确的衡量,妨碍了公司实现其发展战略,甚
至是企业文化的塑造
综上所述,本文通过理论研宄和案例剖析,从以下几个方面对S管理咨询公司人力
资源激励提出针对性改进建议。一是在部门建设上,S公司作为一家知识密集型企业,
应加强人力资源战略管理,协同各职能部门的成长,促进企业文化的培养和发育;二是
在薪酬分配上,发挥绩效积极作用,设计科学合理的薪酬分配制度,达到公司与员工们
之间的双赢;三是在考核机制上,根据公司的业务发展要求,采取多种绩效方式相结合
的方式进行绩效;四是在激励体制上,完善福利待遇体系,增强福利待遇的多样性;五
是在企业培训上,结合员工需求,优化培训内容,提升讲师素质,并加强对员工受训质
I
＊ 量的跟踪检查,提高培训效果
另外,依据文献综述中关于企业激励机制的实证研究,他们有的聚焦中小企业,有
的关注国有企业,还有的则定睛于制造业人力资源激励,而笔者论文的创新之处就在于
集中研究管理咨询这一现代服务业,将S公司作为典型案例,一方面能够直接将研究成
果运用于S公司的激励机制建设,另一方面也能对S公司改进建议落实的条件和保障措
施进行论证,从而为整个管理咨询行业的企业以借鉴
关键词:企业人力资源管理;激励理论和机制;薪酬绩效;管理咨询公司
＊
n RESEARCH ON EMPLOYEE INCENTIVE MECHANISM
OF THE COMPANY S
ABSTRACT
Nowadays, the loss of enterprise talent is the biggest obstacle to accumulating in the
enterprise&39;s soft strength (such as technology and internal management), which leads to the
general phenomenon of ‘Went can’t be retained”. What it comes down to is, the main reason
is incomplete incentive system of the enterprise. Based on the analysis of S management
consulting company(a specific case of employees incentive mechanism), combined with
related incentive theory researches, both at home and abroad, this paper studies the problems
existing in the incentive of the company and puts forward some suggestions for improvement.
From the macro-research methodology, this article belongs to a typical case study, and
the specific methods consist of the questionnaire survey, interview and literature. Under the
guidance of theories such as Maslow&39;s Hierarchy of Needs, Hygiene-motivational Factors,
Three-needs Theory, Expectancy Theory, Goal Setting Theory and Fair Theory and so on,
the article found that: Within the company S, it lacks a dedicated human resource
management department, and no clear development strategy, resulting in the process of
human resources management to ignore the importance of hiunan resource planning;
Company S does not follow the scientific position analysis to set up the reasonable
responsibility, and no detailed recruitment plan and stafF training goals, resulting in the
employees in the work and the company in the recruitment both of blindness; Company S
lacks of a dispassionate and complete performance evaluation system, and does not constitute
a fair and reasonable salary distribution system, resulting in the employees, contribution to the
enterprise value cannot be accurately measured, and interfering with the company to achieve
its development strategy, even enterprise culture cannot be formed.
＊
in Through the theoretical research and case analysis, to sum up, this paper from the
following several aspects of S management consulting company human-resource9s incentives
improves the proposed recommendations. The first, in the department construction, S
company as a knowledge-intensive enterprises,should strengthen the strategic management of
human resources and the coordinated growth of various functional departments, to promote
the cultivation of corporate cultoe and development Second,in the salary distribution,plays
a positive role in the performance of scientific and rational pay distribution system,to achieve
a win-win between the company and employees. Third, in the assessment mechanism,
according to the company’s business development requirements,takes a variety of
performance ways for performance. Fourth, in the incentive system, improves the welfare
system and enhances the diversity of benefits. Fifth, in the enterprise training, combines with
staflF needs, optimizes the training content and enhances the quality of lecturers, to
strengthen the qixality of staff tracked training and improve training results.
In addition, based on the literature review of the enterprise incentive mechanism
empirical research, some of people focus on small and medium-sized enterprises, some
state-owned enterprises, and some manufacturing human resources incentives, but the
innovation of the author^ thesis lies in the centralized study of the modem service industry of
management consulting(the S company as a typical case),on the one hand, it can directly
apply the research results to the S company&39;s incentive mechanism construction, on the
other hand it can carry out the condition and safeguard measures of the company S improved
suggestions, thus for the reference of the entirely management-consulting enterprises.
KEY WORDS: Enterprise human resource management; Incentive theory and
mechanism; Performance-based compensation; Consulting fir
＊
IV 目录
镝要 I
Abstract Ill
导论 1
1.1研究背景 1
1.2研究意义和目的 1
1.2.1研究意义 1
1.2.2研宄g的 2
1.3国内外研宄进展 3
1.3.1国内研宄进展 3
1.3.2国外研究进展 8
1.3.3国内夕]&39;研宄文献评述1.4研宄思路和方法 9
1.4.1研究内容 9
1.4.2独创或新颖之处1.4.3拟采取的研宄方法
Uf
第二章基本齡与理论基础2.1概念界定 12
2.1.1激励的基本含义2.1.2激励的作用 12
2.2激励的相关理论2.2.1内容型激励理论2.2.2过程型激励理论2.2.3综合型激励理论2.3激励的过程 17
第三章S管理咨询有限公司员工撖励现状3.1 S管理咨询有限公司基本情况＊
V 3.1.1公司简介 19
3.1.2组织架构 19
3丄3员工构成 21
3.2 S管理咨询公司企业员工激励现状
22
3.2.1 S管理咨询公司员工激励调查问卷分析
22
3.2.2 S管理咨询公司员工激励调查问卷信度和效度分析
23
3.2.3 S管理咨询公司员工激励基本情况
23
3.2.4 S管理咨询公司员工薪酬水平情况
25
2.2.5 S管理咨询公司员工薪酬分配制度的合理性调査情况
26
第四章S管理咨询公司企业员工激励问題及原因分析
35
4.1人力资源管理部门存在的问题
35
4.1.1人力资源规划方面存在的问题
35
4.1.2职务分析方面存在的问题........
36
4.1.3员工招聘和甄选过程中存在的间题
36
4.1.4员工培训方面存在的问题
36
4.1.5绩效考核方面存在的问题
37
4.1.6薪酬分配方面存在的问题
38
4.1.7企业文化建设方面存在的问题
39
4.2S管理咨询公司员工激励存在问题的原因
39
4.2.1外部因素分析 39
4.2.2内部因素分析 40
第五章S管理咨询公司员工激励机制完善对策
41
5.1必要性可行性分析
41
5.1.1企业发展的有效性保障
41
5.1.2提高员工工作效益的需要
41
5.1.3员工价值回报的体现
41
5.2S管理咨询公司员工激励机制完善对策建议
41
5.2.1加强部门建设,强化战略管理
41
VI
5.2.2设计科学合理的薪酬分配制度
43
5.2.3绩效考核机制方面
45
5.2.4福利激励体制方面
45
5.2.5企业培训体系方面
45
5.3S管理咨询公司员工激励机制落实的保障措施
46
5.3.1树立科学的激励机制观念
46
5.3.2激励机制的实施措施
47
5.3.3完善配套制度和支持系统
47
第六章结论与展望
48
6.1结论 48
6.2 廳
==>>