习总书记在党的十九大会议中作报告时提出：“具有中国特色的社会主义当 前已经进入了新的发展时期，我国社会矛盾也已经转化成为人们日益增长的美好 生活远景与发展不平衡不充分之间的矛盾”，这一社会主要矛盾的转化正式表明 了我国发展进入了新的发展阶段。习总书记在报告中还提出“要让人们有获得感、 有幸福感、安全感和充实感，过更加有保障，更加可持续生活”的政治使命，这 是对中国特色社会主义新时代人民对美好生活的向往需要的回应。在“获得感、 幸福感、安全感”这“三感”中，幸福感以获得感和安全感为前提，增进人民幸 福感是核心和目的。 十九大报告中提到了“幸福感”一词,彰显出这一概念的时 代性和重要性，这对于企业内部管理的释放出的信号是：企业管理要更加注重以 人为本，更多触及到员工的“幸福感”。近年来，电力体制改革程度不断加深， 电力行业面临的挑战越来越多，M电力公司将会面对更加苛刻的挑战，尤其是员 工的思想理念开始呈现出多样化的趋势，心理问题不断攀升，并因此产生了大量 的矛盾，为企业的人力资源管理工作带来了较大的压力。如何在公司开展提高员 工幸福感调研，通过有效举措，提升企业文化的建设力度，强化员工的职业素养 和心理素质，强化员工的幸福感，提振员工干事创业的精气神，提升企业凝聚力， 推动企业持续健康发展，是该公司人力资源管理的重要课题。 本论文以M电力公司员工为调查研究对象，在理论支撑、调研方法与调研设 计等的基础上，从生活满意度、积极情绪体验、消极情绪体验3个维度出发对M 电力公司员工的幸福感开展大样本调查，立足于系统地对公司员工幸福感进行研 究，对研究结果做出描述性统计分析，得出本公司员工幸福感的现状。然后通过 访谈，找出工作压力、绩效管理等5个影响M电力公司员工幸福感的主要因素。 针对这些影响因素，结合公司实际情况，提出提升员工幸福感的对策，最后作出 总结，具有一定的现实指导意义。在电力行业供给侧结构性改革不断深化，产业 结构调整持续优化，能源生产消费绿色升级的时代背景下，希望通过本论文的研 究成果，对一些类似于M电力公司的国有电力企业，在员工幸福感的研究和提升 方面起到一定的借鉴作用，能够为公司领导层转变企业管理方式提供理论参考， 进而做出改善员工幸福感的举措，使员工和企业得到双赢。 关键词：员工幸福感，职业晋升，工作压力，绩效管理 II Abstract In his nineteen major reports, general secretary Xi Jinping pointed out that "socialism with Chinese characteristics has entered a new era, and the major contradiction in our society has been transformed into the contradiction between the growing needs of the people and the development of imbalanced development." the transformation of the main social contradictions in China marks a new historical orientation for China's development. The report also mentioned the political mission of "making people feel more secure, secure and sustainable" and responded to the people's yearning for a better life in the new era of socialism with Chinese characteristics. Among the three senses of "gain, happiness and security", happiness is based on gain and security, and improving people's happiness is the core and purpose. The term "happiness" was mentioned in the report of the 19th National Congress of the Communist Party of China, which shows the epochal nature and importance of this concept. The signal for the internal management of enterprises is that the enterprise management should pay more attention to people-oriented and more touch on the "happiness" of employees. In recent years, with the deepening of the reform of the electric power system and the aggravation of the competitive pressure in the electric power industry, M electric power company is faced with more severe challenges than before, especially the employees' ideological concepts show diversified characteristics, psychological problems increase sharply, all kinds of contradictions caused by this come with it, bringing new problems to the human resource management of the enterprise. How to carry out the research on improving employee happiness index, take effective measures, strengthen the construction of corporate culture, improve the quality of employee team, continuously enhance employee happiness, boost the spirit of employees' entrepreneurship, enhance the cohesion of the enterprise, and promote the sustainable and healthy development of the enterprise is an important topic of human resource management of the company. Based on the theoretical support, research methods and research design, this paper conducts a large sample survey of m power company employees' well-being from three dimensions of life satisfaction, positive emotional experience and negative emotional III experience, aiming to systematically study the company employees' well-being and make descriptive statistical scores of the research results Through the analysis, we can get the current situation of employees' happiness. Then through interviews, find out five main factors that affect m power company employees' happiness, such as work pressure, performance management. In view of these influencing factors, combined with the actual situation of the company, this paper puts forward countermeasures to improve employee happiness, and finally makes a summary, which has a certain practical significance. Under the background of deepening supply side structural reform, continuous optimization of industrial structure adjustment and green upgrading of energy production and consumption in the power industry, I hope that the research results of this paper can play a reference role in the research and promotion of employee well-being of some state-owned power enterprises similar to m power company, and can change enterprise management for the leadership of the company In order to provide theoretical reference, and then make measures to improve employee well-being, so that employees and enterprises can get a win-win situation. Key words: Employee happiness,Career promotion,working pressure,performance management IV 目 录 第一章 绪论 ........................................................ 1 1.1 研究背景 ..................................................... 1 1.2 研究意义 ..................................................... 2 1.3 研究方法 ..................................................... 3 1.4 研究内容 ..................................................... 3 第二章 理论基础 .................................................... 5 2.1 幸福感的内涵 ................................................. 5 2.2 幸福感的研究维度及测量 ....................................... 5 2.2.1 幸福感的研究维度 ....................................... 5 2.2.2 幸福感的测量 ........................................... 7 2.3 理论基础 ..................................................... 8 2.3.1 快乐主义幸福观和完善主义幸福观 ......................... 8 2.3.2 近现代幸福感理论 ...................................... 10 第三章 M电力公司员工幸福感现状及影响因素研究 ...................... 12 3.1 M电力公司情况介绍 .......................................... 12 3.1.1 企业概况介绍 .......................................... 12 3.1.2 组织结构介绍 .......................................... 13 3.1.3 人力资源介绍 .......................................... 15 3.2 公司员工幸福感现状 .......................................... 17 3.2.1 员工幸福感问卷调查研究 ................................ 17 3.2.2 员工幸福感现状 ........................................ 18 3.2.3 影响员工幸福感的因素 .................................. 27 第四章 提高M电力公司员工幸福感的对策 ............................. 32 4.1 管理人员要提升意识，增强对员工幸福观感的重视程度 ............ 32 4.1.1 管理人员要充分认识到员工幸福感对于企业的重要意义 ...... 32 4.1.2 管理人员要充分意识到团结和谐是员工幸福感的重要源泉 .... 32 4.2 改善绩效管理，以体现公平 .................................... 33 4.2.1 构建科学合理的绩效评价体系 ............................ 33 4.2.2 实行常态激励和动态管理 ................................ 34 V 4.3 建立健全员工职业生涯通道，为员工获得幸福感 .................. 35 4.3.1 搭建人才表达平台，广泛收集员工诉求 .................... 35 4.3.2 加强人才管理和员工职业生涯规划引导 .................... 34 4.4 提高民主管理水平，持续关注员工身心健康 ...................... 36 4.4.1 坚持以人为本，加强民主管理 ............................ 36 4.