I 摘要 随着市场经济改革的不断深入，我国国有企业在人才管理方面由以前的只注重简 单的劳资行政管理开始转到复杂的人力资源管理方面。在我国加入世贸组织以后，国 内企业和国外企业竞争的部分核心也转移到了对人力资本的争夺上来。但相比国外成 熟的人力资源理论和实践来说，国有企业在这方面还比较传统，人才资源开发缓慢、 滞后以及利用效率低下一直是普遍存在的一个通病，严重影响和制约了企业的发展。 当然这有很多客观的原因，比如制度不够完善、部分行业政策影响以及部分地区情况 特殊，但究其根本，主要是由于很多国有企业对人才激励机制的制定和应用不合理、 不妥当、不完善，以至于不能吸引合适的人才、不能留住优秀的员工，甚至于部分有 能力、有热情的员工，在这样的企业待久了以后，也变得意志消沉。 榆林城投集团作为榆林实力雄厚的国有企业之一，承担了榆林城市建设与投资的 重要任务，在榆林地方城市建设上发挥着举足轻重的作用。以往在相对比较保守的发 展理念和地方保护主义思想的引导下，榆林城投集团在本地独占花魁，这使得企业内 部人力资源管理体制的种种弊端难以显现，一直呈亚健康发展。随着全球化、国际化 进程加速，榆林作为一个经济飞速发展的四线城市，与时俱进，全面开放，吸引了大 批国内外企业入驻投资，榆林城投集团迎来了前所未有的挑战，上述人力资源管理体 制的种种弊病也日渐凸显。而要想获得长久的竞争力，继续为本地的城市建设发展贡 献力量，榆林城投集团就必须注重人才的充分利用和全面合理的人才激励机制。 本文以榆林城投集团为研究主体，从人才激励的相关理论研究出发，综合运用文 献分析、理论分析对比榆林城投集团现有的人才激励制度，确定影响其人才激励的不 同因子，并通过访谈确定因子的合理性然后制定调查问卷。在获取调查数据后，运用 SPSS 统计软件对数据进行信度分析、描述性统计分析、因子分析、方差分析、回归 分析和相关分析。最后得到研究结果，不同激励因子的权重和人员特征之间有直接联 系。对于 25~35 岁的行政管理人员来说，更适宜采用内在性激励；而对于 36~55 岁的 行政管理人员来说，更注重外在激励。物质激励、个人发展、工作环境、工作内容这 四个指标与激励满意程度均存在显著相关性。物质激励对所有人影响较大，同时男性 更注重个人发展与内外部竞争、而女性更偏向于工作环境和工作内容。 通过研究结果，结合理论分析的内容，对比现有榆林城投集团人才激励制度，做 出基于新的绩效考核制度的优化和基于不同特征的行政管理人员的分类优化。 关键词，国有企业；人力资源；激励因子；人才激励机制ABSTRACT III ABSTRACT With the continuous deepening of market economy reform, China's state-owned enterprises have shifted from the simple focus on labor management to the complicated human resource management. After China’s accession to the WTO, part of the core of competition between domestic and foreign companies has also shifted to the struggle for human capital. However, compared with foreign mature human resource theory and practice, state-owned enterprises are still relatively traditional in this respect. The slow develop ment, lagging and inefficient use of human resources has always been a common problem, which seriously affects and restricts the development of enterprises. Of course, there are many objective reasons, such as the imperfect operating system, the improper industry policies,and the regional particularity. However, the fundamental reason is that many state-owned enterprises have unreasonable, inappropriate, and imperfect in the formulation and application of talent incentives. So that it can’t attract proper talents, retain excellent employees. And even some of the capable and enthusiastic employees, after such a long-term staying, have become depressed. Yulin City Investment, as a state-owned enterprise with strong strength in Yulin, has taken on the important task of Yulin city construction and investment, and plays a pivotal role in the construction of Yulin local city. In the past, under the guidance of relatively conservative development concepts and local protectionism, Yulin City Investment dominated the local market, which leads to a various of drawbacks of the internal human resources management system difficult to manifest and has been developing into a sub-health condition. With the acceleration of globalization and internationalization, Yulin, as a four-tier city with rapid economic development, has kept pace with the times and is fully open, attracting a large number of domestic and foreign enterprises to invest in it. Yulin City Investment has ushered in unprecedented new challenges. The var ious ills of the above-mentioned human resources management system are also becoming increasingly prominent. In order to gain long-term competitiveness and continue to contribute to the development of local urban construction, Yulin City Investment must pa y more attention to the full use of talents and comprehensive and reasonable talent incentive mechanism. This paper takes Yulin City Investment as the research subject, and starts from the relevant西安电子科技大学硕士学位论文 IV theoretical research of talent incentives. It comprehensively uses literature analysis and theoretical analysis to compare the existing talent incentive system of Yulin City Investment, and determines the different factors affecting its talent incentives. By organizing practical questionnaire, find out the ratio nality of these factors. After obtaining the survey data, the SPSS statistical software was used to perform reliability analysis, descriptive statistical analysis, factor analysis, variance analysis, regression analysis and correlation analysis. Finally, the research results are obtained, and there is a direct relationship between the weights of different incentive factors and the characteristics of people. For executives aged 25 to 35, it is more appropriate to use intrinsic incentives; for executives aged 36 to 55, more emphasis is placed on external incentives. There are significant correlations between the six indicators of material incentives, personal development, work environment, work content, external competition and internal competition. Material incentives have a greater impact on everyone, while men pay more attention to personal development, internal and external competition, while women are more biased towards the work environment and work content. Through the research results, combined with the content of theoretical analysis, compare the existing talent incentive system of Yulin City Investment, and develop a new more comprehensive and meticulous talent incentive system. Keywords: state-owned enterprises; human resources; incentive factors; talent incentive system插图索引 V 插图索引 图 1.1 本文研究框架...........................................................................................................6 图 2.1 激励过程示意图.......................................................................................................7 图 2.2 马斯洛的需求层次理论...........................................................................................9 图 2.3 目标对绩效直接产生的影响.................................................................................12 图 2.4 综合激励理论示意图.............................................................................................12 图 3.1 榆林城投集团组织结构图.....................................................................................16 图 3.2 激励影响因素概念模型图.....................................................................................21 图 3.3 不同年龄阶层对于住房现在住房条件的满意度.................................................24 图 3.4 不同年龄阶层对于目前收入状况的满意度.........................................................24 图 3.5 不同性别员工对于目前住房条件、收入状况、工作职称评定、工作自主权满意 度.........................................................................................................................................24 图 3.6 不同学历层次对于目前收入满意度.....................................................................25 图 3.7 不同学历层次对于在工作中的自主权、领导的认可、职称评定、工作环境的满 意度.....................................................................................................................................25表格索引 VII 表格索引 表 2. 1 需求层次理论..........................................................................