知识经济的发展和信息技术的进步使得现代企业面临着不确定的市场竞争 环境，企业只有依靠创新才能获得生存和可持续发展。近年来，中国医药产业一 直保持着快速增长，市场潜力巨大，但仍面临着产品自主创新能力不足的现状。 随着药品政策环境的不断改善，以及民众对药品安全性及质量要求的提高，低质 量的仿制药将逐步被淘汰，创新药研发已成为医药企业刻不容缓的生存和发展要 求。新药研发人员是创新药研发活动中最具创造力的因素，他们的工作积极性和 创造性直接影响着新药研发活动的成败，影响着企业自主创新能力的提升。因此， 国内医药企业需要高度重视并充分利用新药研发人力资源，通过实施有效激励措 施，吸引、保留、激励优秀研发人才，提升企业自主创新能力，构筑企业核心竞 争优势，帮助企业实现经营业绩的增长。 健康元公司是集中药保健品和化学药的研发、生产、销售于一体的民营中型 制药企业，产品以仿制药为主。近年来，随着仿制药市场竞争的不断加剧，新药 研发环境的不断改善，公司开始逐步注重创新药的研发和投入，逐年加大研发资 金投入，同时从国内外吸引了众多高层次研发人才加盟，新药研发人员数量快速 增长。但公司现有的激励模式比较单一，针对性也不强，对新药研发人员的激励 力度不够，导致优秀研发人员创新动力不足，甚至外流，对公司的发展造成较大 不利的影响。建立有效的新药研发人员激励机制，已成为企业人力资源管理目前 亟需解决的问题。 本文从健康元公司新药研发人员的需求调查数据出发，分析企业激励现状， 找出目前存在的问题，针对企业目前存在的薪酬激励不足、忽视职业发展需要、 缺乏有效培训体系、欠缺制度保障体系等问题，提出了要完善薪酬体系建设、拓 宽职业发展通道、健全员工培训体系、完善制度保障体系的优化方案，同时提出 了需要争取高层支持、成立实施项目小组、建立多渠道沟通平台、对实施过程进 行监督和控制的实施基本策略。本文对于国内其他类似企业改善其研发人员激励 机制，提高人才竞争力具有一定的借鉴意义。 关键词：制药企业，新药研发人员，激励机制II RESEARCH ON THE INCENTIVE SYSTEM OF DRUG R&D PERSONNEL IN JOINCARE COMPANY Abstract With the development of knowledge economy and the progress of information technology, modern enterprises are faced with uncertain market competition environment. Only by relying on innovation can enterprises survive and develop sustainably. In recent years, China's pharmaceutical industry has always maintained a rapid growth. Although the market potential is huge, it is still facing the current situation of insufficient ability of independent innovation of products. With the continuous improvement of the drug policy environment and the improvement of the people's requirements for the safety and quality of drugs, low-quality generic drugs will be phased out gradually, innovative drug research and development have become the urgent survival and development requirements of pharmaceutical enterprises. New drug R&D personnel are the most creative factor in the R&D activities of innovative drugs, their work enthusiasm and creativity directly affect the success or failure of R &D activities of new drugs and the promotion of independent innovation ability of enterprises. Therefore, domestic pharmaceutical enterprises need to attach great importance to and make full use of human resources in the research and development of new drugs. Furthermore, through the implementation of effective incentives, they will attract and retain R&D talents, and stimulate their vitality and innovative potential, so as to improve their R&D and innovation capabilities. Thus it can build the core competitive advantage of enterprises, and help enterprises to achieve the growth of business performance. Joincare Pharmaceutical Group Industry Co., Ltd.is a combination of traditional Chinese medicine health products and chemical drugs research, production, sales in one of the private medium-sized pharmaceutical enterprises, whose main products are generic drugs. In recent years, with the increasing competition in the generic drug market and the continuous improvement of the environment for the research and development of new drugs, the company began to pay more attention to the research and development of innovative drugs and investment, increasing the investment in R&D funds year by year. At the same time, attracting many high-level R&D personnel from home and abroad, the number of new drug R&D personnel has increased rapidly. However, the current incentive mode of the company is relatively single, and the target is also not strong. Besides, the motivation of new drug R&D personnel is not enough, leading to the lack ofIII innovation motivation of outstanding R&D personnel, and even outflow, which has a great adverse impact on the development of the company. The establishment of effective incentive mechanism for new drug R&D personnel has become an urgent problem to be solved in human resources management of enterprises. Based on the demand survey data of new drug R&D personnel in Joincare Company, this paper analyzes the current situation of enterprise incentive, finds out the existing problems, aims at the shortage of salary incentive, and neglects the needs of career development. In order to solve those problems, this paper suggests some effective ways, such as, improve the salary system construction, widen the career development channel, perfect the staff training system and perfect the system guarantee system. It also puts forward the need to win high-level support, set up implementation project team, establish multi-channel communication platform, and supervise and control the implementation of the basic strategy. This paper can be used for reference to improve the incentive mechanism of R&D personnel and improve the talent competitiveness of other similar enterprises in China. Key words: pharmaceutical companies, drug R&D personnel, incentive systemIV 目 录 中文摘要.................................................I Abstract ................................................ II 第一章 绪论 .............................................1 1.1 研究背景 ....................................................1 1.2 研究意义 ....................................................2 1.3 研究内容与思路 ..............................................3 1.4 研究方法 ....................................................5 第二章 相关理论综述 .....................................6 2.1 激励及激励机制的内涵 ........................................6 2.1.1 激励的基本概念 ..........................................6 2.1.2 激励机制 ................................................6 2.2 激励理论的国内外研究现状 ....................................7 2.2.1 激励理论的相关研究 ......................................7 2.2.2 知识型员工激励的相关研究 ................................8 2.2.3 研发人员激励的相关研究 ..................................9 2.2.4 简要评述 ...............................................11 2.3 有关激励的基本理论..........................................12 2.3.1 马斯洛的需求层次理论 ...................................12 2.3.2 赫茨伯格的双因素理论 ...................................13 2.3.3 弗鲁姆的期望理论 .......................................14 2.3.4 亚当斯的公平理论 .......................................14 2.3.5 波特—劳勒的综合激励模型 ...............................14 第三章 健康元公司新药研发人员激励现状及问题分析 ........16V 3.1 公司概况 ...................................................16 3.1.1 公司简介 ...............................................16 3.1.2 集团研究院组织结构 .....................................16 3.2 公司新药研发人员情况 .......................................17 3.2.1 人员整体分布 ...........................................17 3.2.2 人员情况分析 ...........................................17 3.3 新药研发人员特征分析 .......................................20 3.3.1 新药研发人员界定 .......................................20 3.3.2 新药研发活动特征分析 ...................................20 3.3.3 新药研发人员特征分析 ...................................21 3.4 新药研发人员激励现状 .......................................21 3.4.1 薪酬激励 ...............................................21 3.4.2 个人发展激励 ...........................................23 3.4.3 工作激励 ...............................................24 3.4.4 组织文化激励 ...........................................24 3.5 新药研发人员激励现状的调查与分析 ...........................25 3.5.1 新药研发人员访谈 .......................................25 3.5.2 调查问卷设计与发放 .....................................26 3.5.3 调查样本基本情况描述 ...................................26 3.5.4 调查结果分析 ...........................................27 3.6 新药研发人员激励机制存在问题的总结 .........................31 3.6.1 薪酬激励力度不足 .......................................31 3.6.2 忽视职业发展需要 .......................................32 3.6.3 缺乏有效培训体系 .......................................33 3.6.4 欠缺制度保障体系 .......................................33 3.7 新药研发人员激励机制存在问题的存因分析 .....................34VI 3.7.1 以人为本的人力资源管理理念薄弱 .........................34 3.7.2 对研发人员激励的重视度不够 .............................34 3.7.3 激励的制度保障机制不够完善 .............................35 第四章 健康元公司新药研发人员激励机制优化方案设计与实施 36 4.1 优化的目标及原则 ...........................................36 4.2 优化设计的基本思路 .........................................37 4.3 优化方案的具体内容 .........................................38 4.3.1 完善薪酬体系建设 .......................................38 4.3.2 拓宽职业发展通道 .......................................42 4.3.3 健全员工培训体系 .......................................44 4.3.4 完善制度保障体系 .......................................46 4.4 优化方案实施的基本策略 .....................................47 4.4.1 争取公司高层的支持 .....................................47 4.4.2 成立实施项目小组 .......................................47 4.4.3 建立多渠道沟通平台 .....................................48 4.4.4 对实施过程进行监督和动态控制 ...........................48 第五章 结论与展望 ......................................49 5.1 研究主要结论 ...............................................49 5.2 研究展望 ...................................................49