大连理工大学专业学位硕士学位论文
摘 要
现今的中国正处于经济转型时期，占据经济主导地位的制造业，正从传统劳动密集
型逐步走上具备核心竞争力，占领科技制高点的智能制造这条康庄大道。研发创新是实
现核心竞争力的根本。中国的制造业如何更快速的建立更高效地研发人员激励管理机
制，引进人才，保留人才，持续激发研发人才的主动性和创造力，日益成为企业管理研
究的焦点。
本文以家电龙头企业——A公司的研发人员激励管理案例为研究对象。介绍了A公
司发展变化，近两年研发人员激励管理制度失灵，导致研发人才流失严重的现状。通过
核心人员离职，失真的绩效评价，不公平的激励奖等三个典型案例的阐述，并根据马斯
洛需求层次理论、双因素理论、波特-劳勒综合激励模型等相关激励理论，运用文献调
查法，案例分析法，实地访谈法等方法，研究分析得出A公司在研发人员激励管理方面
存在的几个主要问题：薪酬构成不合理，晋升通道堵塞，绩效考评偏差大，激励奖项不
公平。考虑企业实际经济情况，分别提出相应的，可落地的解决方案：优化薪酬构成，
确保保健因素部分落实；疏通晋升通道，简化晋升流程，加强晋升的精神激励效用；优
化考核制度，简政放权，增加公平性并加强结果与贡献的关联度；弱化辅助激励制度的
物质激励成分，突显精神激励作用。通过这些措施重新建立良性综合激励循环。同时为
这一系列的政策调整，在组织、制度、文化、信息技术等方面建立保障体系。充分满足
研发人员的社交需求和尊重需求，真正促进他们形成积极行为的良性循环。
本文力图以科学客观的视角和方法，为 A公司提供行之有效的激励制度改进建议，
帮助其可持续地提升企业核心竞争力。同时，为研发人员激励理论提供实践补充。为今
后家电行业乃至制造业研发人员激励研究，提供一定的借鉴。
关键词：激励；研发人员；激励案例；激励制度研究
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A公司研发人员激励案例研究
Case Study on R&D Personnel Incentive in Company A
Abstract
Today, China is in the period of economic transformation. The manufacturing industry,
which occupies the leading position in the economy, is gradually moving from the traditional
labor-intensive to the intelligent manufacturing which has the core competitiveness and
occupies the commanding heights of science and technology. Research and development
innovation is the fundamental to achieve core competitiveness. In China's manufacturing
industry, how to establish a more efficient r&d personnel incentive and management
mechanism more quickly, introduce talents, retain talents, and continuously stimulate the
initiative and creativity of R&D talents has increasingly become the focus of enterprise
management research.
This thesis takes the case of R&D personnel incentive management of company A , a
leading enterprise of home appliances, as the research object. It introduces the development and
change of company A，and the failure of R&D personnel incentive management system in
recent two years，which leads to serious brain drain in R&D. Through the description of three
typical cases, such as core staff turnover, distorted performance evaluation and unfair incentive
award. Mainly based on related incentive theories such as Maslow's hierarchy of needs theory,
two-factor theory and Boter-Lawler comprehensive incentive model, using literature survey
method, case analysis method, field interview method etc., according to the research and
analysis, there are several main problems in the incentive management of R&D personnel in
company A. Such as unreasonable salary structure, blocked promotion channel，unbalanced
evaluation weight and the incentive awards are unfair. Considering the actual economic
situation of the enterprise, the corresponding solutions can be put forward. Such as：optimize
the salary composition to ensure the partial implementation of hygiene factors; Dredge the
promotion channel, simplify the promotion process, and strengthen the spiritual incentive effect
of promotion; Optimize the assessment system, simplify administration and delegate power,
increase fairness and strengthen the correlation between results and contributions; Weaken the
material incentive component of the auxiliary incentive system and highlight the role of
spiritual incentive. Reestablish a virtuous comprehensive incentive cycle through these
measures. At the same time, for this series of policy adjustments, establish a guarantee system
in the aspects of organization, system, culture and information technology. Fully meet the
social needs and respect needs of R & D personnel, and truly promote them to form a virtuous
circle of positive behavior.
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大连理工大学专业学位硕士学位论文
This thesis tries to provide effective suggestions for A company to improve its incentive
system from a scientific and objective perspective and method, so as to help it improve its core
competitiveness sustainably. At the same time, it provides practical supplement for R&D
personnel incentive theory and has certain reference for the future home appliance industry,
even the whole manufacturing industry.
Key Words：Incentives; R&D Personnel; Incentive case; Research on Incentive System
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