随着时代步伐不断向前推进，企业发展面貌也在不断革新，人才引进与管理战略也日益 更新，很多企业通过人力资源服务商引荐的方式进行人才的获取，这种方式在节约企业成本 的同时，还能为企业人才的获取提供便利。但是也存在一些不足之处，如外包员工稳定性差、 员工归属感不高、工作态度不是十分积极。这些问题的存在在一定程度上使得企业的管理流 程更加繁琐，给企业管理带来更大压力，大大提高了企业的管理难度。企业若要提升外包员 工的管理效率，需构建更加完善的奖惩机制，实行具有创新意义的激励方案，优化员工管理 体系。 本文采取问卷调查的方式对浦口电信外包员工的奖惩状况进行了解。通过对其外包员工 进行问卷调查，分析企业外包员工奖惩机制的发展状况。分析发现浦口电信外包员工激励体 系发展并不尽如人意，如企业激励形式比较单一，激励手段过于传统，内部考核体系有失公 平，员工晋升渠道不明确，企业对员工的关注度不足，种种问题都使得员工对企业的依赖感 降低，员工工作热情得不到激发。效用理论是分析企业激励问题时一个比较常见的理论，该 理论认为，企业内部有某个组合点，在这个组合点之内，企业的激励成本发挥的价值是最大 的，激励效果也是最理想的，这个组合点也被称之为最优激励组合。企业激励组合与最优点 越接近，企业的资源就能够得到越大程度上的节约，企业资源所发挥的价值也最大。本文以 这个观点为基础，对浦口电信的发展状况进行深入分析，并有针对性的提出解决存在于企业 管理之中的外包员工激励难题。第一，企业需要准确掌握员工的实际需求状况，结合具体情 况构建合理的激励模型，在企业人力体系的方方面面融合外包员工的激励手段，使激励措施 与升职加薪以及福利奖金等方面都产生密切联系；第二，企业需要广泛了解外包员工的激励 需求，及时发现员工需求的改变并合理调节激励措施，使对外包员工的激励手段能够随时随 地根据实际状况进行调整；最后，企业还需要强化自身对外包员工的管理水平，构建外包人 力资源共享体系，使企业对于外包人员管理的效率得到提升，管理结构得到优化。本文的核 心目标是建立企业外包员工管理的有效机制，以此来提升企业外包员工的利益以及企业的效 益，本文的研究结论具有多方面价值与意义，在丰富相应的激励理论的同时，以期能够为激 励体系的构建提供参照。 关键词: 电信企业，外包员工，激励 ，效用理论II Abstract With the pace of the times advancing, the development of enterprises is also constantly innovating, talent introduction and management strategies are increasingly updated, many enterprises obtain talents through the introduction of human resources service providers, which has its advantages, can save enterprise costs and provide convenience for enterprises. However, there will be some shortcomings, such as poor stability of outsourcing employees, low sense of belonging of employees, and not very positive working attitude. The existence of these problems will make the management process of the enterprise more complicated to a certain extent, bring greater pressure to the enterprise management, and greatly improve the management difficulty of the enterprise. Enterprises need to improve the management efficiency of outsourcing employees, which requires enterprises to build a more perfect reward and punishment mechanism, implement innovative incentive programs, and optimize employee management system. This article takes the corresponding investigation means to understand the rewards and punishments of the outsourcing employees of Pukou Telecom. Interview the outsourcing employees and analyze the development of the reward and punishment mechanism of the outsourcing employees. The development of the incentive system of outsourcing employees in Pukou Telecom is not satisfactory, the forms of enterprise incentive are not rich, the incentive means are too traditional, the internal assessment system is unfair, the promotion channels of employees are not clear, the attention of employees is insufficient, all kinds of problems make employees less dependent on the enterprise, and the enthusiasm of employees is not stimulated. Utility theory is a common theory when analyzing the incentive problem of enterprises. This theory holds that there is a certain combination point within the enterprise. Within this combination point, the value of the incentive cost of enterprises is the largest, and the incentive effect is the most ideal. This combination point is also called the optimal incentive combination. The closer the incentive mix is to the best, the greater the enterprise's resources can be saved, and the greatest value of enterprise resources can be achieved. Based on this point of view, this paper makes a detailed analysis of the development of Pukou Telecom, and adopts the incentive portfolio model to solve the incentive problem of outsourcing employees in enterprises. First, the enterprise needs to accurately grasp the actual needs of employees, build a reasonable incentive model in combination with the specific situation, integrate the incentive means of outsourcing employees in all aspects of the enterprise's human system, so that the incentive measures are closely related to promotion, salary increase, welfare and bonus; second, the enterprise needs to widely understand the changes in incentive needs, and timely discover the changes in employee needs Change and reasonably adjust the incentive measures, so that the incentive means of outsourcing employees can be changed anytime and anywhereIII according to the actual situation; finally, enterprises need to strengthen their own management level of outsourcing employees, build outsourcing human resource sharing system, so that the efficiency of outsourcing personnel management can be improved, and the management structure can be optimized. The core goal of this paper is to establish an effective mechanism for the management of outsourcing employees, so as to improve the interests of employees and the benefits of enterprises. The conclusions of this paper have many values and significance, which can enrich the corresponding incentive theory, and also provide a reference for enterprises to build incentive system. Key words: telecom enterprises, outsourcing employees；incentives；utility theoryIV 目 录 摘要.................I Abstract...........II 第一章 绪论.. 1 1.1 研究背景 ........................ 1 1.2 研究目的及意义 ............ 2 1.2.1 研究目的 ............. 2 1.2.2 研究意义 ............. 3 1.2.3 研究内容 ............. 3 1.3 研究思路与方法 ............ 4 1.3.1 研究思路 ............. 4 1.3.2 研究方法 ............. 5 1.4 论文的主要贡献 ............ 5 第二章 相关理论基础与文献回顾 ............................ 7 2.1 相关概念 ........................ 7 2.1.1 外包的概念 ......... 7 2.1.2 激励的概念 ......... 8 2.1.3 外包员工激励特点 ............................ 9 2.2 激励理论 ........................ 9 2.2.1 国外有关激励理论的研究 .............. 10 2.2.2 国内有关激励理论的研究 ...............11 2.3 效用理论 ...................... 12 2.3.1 效用理论在员工激励研究的应用... 13 第三章 外包员工激励现状分析 .............................. 14 3.1 3.1 劳务派遣概念 ......... 14 3.2 外包员工激励现状 ...... 15 3.2.1 公司简介 ........... 15 3.2.2 外包员工基本情况介绍 .................. 16 3.2.3 外包员工现有的激励方式 .............. 16 3.3 外包员工激励满意度调查分析 ................. 17 3.3.1 外包员工激励满意度问卷调查....... 17 3.3.2 外包员工激励满意度问卷调查分析.............................. 18 第四章 外包员工激励优化的模型与应用 .............. 21 4.1 基于效用理论的激励组合模型 ................. 21 4.1.1 构建激励组合模型的意义 .............. 21 4.1.2 激励组合模型的构建前提 .............. 22 4.2 外包员工激励效用分析 ............................. 24 4.2.1 外包员工激励效用调查 .................. 25 4.2.2 公司外包员工激励效果评价 .......... 26 4.3 外包员工激励优化措施及改进建议 ......... 28 4.3.1 集中满足员工的紧迫需求 .............. 28 4.3.2 建立动态的激励制度 ...................... 30 4.3.3 建立外包人力资源共享服务中心... 32 第五章 外包员工激励优化的实施保障 .................. 33 5.1 全面加强激励制度建设 ............................. 33V 5.2 建设激励监管制度 ...... 34 5.3 促进企业文化建设 ...... 34 第六章 结论与展望................... 35 6.1 研究结论 ...................... 35 6.2 未来展望 ...................... 36