国有建筑企业知识型员工激励机制优化研究
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摘要
随着社会的发展,知识型员工所拥有的专业知识和技能,为提高企业核心竞争力提供了越来越多的智力支持,因此,只有那些对知识型员工给予高度关注的企业才能在竞争中保持优势地位。知识型员工激励机制优化的重要任务就是丰富现有激励手段,实现激励机制的多元化发展,激发知识型员工的工作热情和创造力,使其更好地为企业服务。
本文以国有建筑企业知识型员工激励机制为研究对象,综合激励的相关理论,通过国有建筑企业知识型员工激励现状描述,指出现行国有建筑企业知识型员工激励存在的问题是知识型员工激励因素不明确,激励措施无差别化、激励方式缺乏优化组合、缺乏有效的绩效考核,缺乏有效的约束机制等。通过以国有建筑企业的典型代表CR12集团为例,进行知识型员工激励机制优化设计,采用激励因素问卷调查的方法,应用SPSS软件,通过因子分析得出集团知识型员工的主要激励因素为个人发展、薪酬福利、工作成就、企业发展、团队合作;计算得出知识型员工对现行激励的满意程度;通过方差分析得出集团知识型员工不同个人背景特征变量对主要激励因素偏好的影响。
最后,本文在国有建筑企业知识型员工激励机制存在的问题和激励因素分析的基础上,以激励理论为指导,借鉴国内外实践经验,建立适用于国有建筑企业知识型员工的CR12集团知识型员工激励模型,并提出有针对性的优化方案即优化CR12集团知识型员工的薪酬福利,改变集团知识型员工收入平均主义严重和岗位系数级差偏小现状,使其成为具有吸引力的薪酬福利;帮助知识型员工制定明确的职业生涯规划,加强知识型员工培训体系建设,为其职业发展和晋升创造通道,满足知识型员工的个人成长和发展需求;加强工作成就激励,建立职位消费、荣誉感和参与激励,使知识型员工在工作中得到权利需求的满足;明确企业未来的发展,形成尊重知识型员工的企业文化,使知识型员工对企业未来的发展充满信心;建立良好的团队合作激励,满足知识型员工的社会关系需求。同时,建立有效的绩效考评体系、约束机制和定期知识型员工满意度调查等激励机制实施配套措施。本文考虑到激励的实际应用效果,希望通过以国有建筑企业的典型代表CR12集团为例设计出能够适用于国有建筑企业知识型员工的激励机制,有利于国有建筑企业持续、快速、稳定的发展。
With the development of society, knowledge workers provided more and more intellectual support to enhance the core competitiveness of enterprises are those who possess the professional knowledge and skills. Only those enterprises who give knowledge workers a high degree of attention can maintain a superior position during the competition. The important task about optimization design of knowledge workers’incentive mechanism is to enrich the existing means and realize the diversification of incentives and stimulate knowledge workers’enthusiasm and creativity in order to serve enterprises more perfectly.
Taken the incentive mechanism of knowledge workers of State-owned construction enterprises as the object of study, based on some incentive-related theories, according to the survey about the description of the conditions, satisfactions and factors for the knowledge workers, the paper finds that problems of the incentive lie in five aspects. First, the incentives for knowledge workers are not clear. Second, there are no differences of incentives. Third, there lack of incentives optimization. At last, there are some flaws with the performance evaluation and constraint mechanism. Taking CR12 group as an example, By SPSS, statistical a survey of knowledge workers of CR12 group, we know that the main incentives for knowledge workers are personal development, pay and benefits, work achievements, business development and teamwork. We know the satisfaction about knowledge workers’incentives. By ANOVA, we know that the different background variables have an effect on the main incentives.
Based on the analysis of the main factors and problems lied in incentive mechanism for knowledge workers from State-owned construction enterprises, under the guidelines of incentive theories, taken practical experiences from home and aboard, the paper puts forward specific solutions to different issues. Optimizing workers’salaries and benefits, changing the serious condition of the egalitarian income and job status coefficient differences, which make knowledge workers satisfy with their jobs. To help knowledge workers develop a clear career planning and enhance the construction of the training system, pave the way for them to develop and promote in their careers in order to make them filled with confidence about the future. Enhancing achievement incentive, includes post consumption, sense of honor and participation incentives, to satisfy knowledge workers’right demand. Clear the enterprise's future development and establish the corporate culture to respect for the knowledge workers, so that knowledge workers full of confidence about the company's future. Establish teamwork incentives, to satisfy knowledge workers’social relations. Meanwhile, effective performance evaluation and the constraint mechanism should be developed and satisfaction survey should be held regularly to get the satisfaction with incentive mechanism of the knowledge workers in time and make good use of it. Considered the practical application of results, optimize proposal for the incentive should be devised with group characteristics to boost workers’enthusiasm and make State-owned construction enterprises have a sustained, rapid and stable development.
本文以国有建筑企业知识型员工激励机制为研究对象,综合激励的相关理论,通过国有建筑企业知识型员工激励现状描述,指出现行国有建筑企业知识型员工激励存在的问题是知识型员工激励因素不明确,激励措施无差别化、激励方式缺乏优化组合、缺乏有效的绩效考核,缺乏有效的约束机制等。通过以国有建筑企业的典型代表CR12集团为例,进行知识型员工激励机制优化设计,采用激励因素问卷调查的方法,应用SPSS软件,通过因子分析得出集团知识型员工的主要激励因素为个人发展、薪酬福利、工作成就、企业发展、团队合作;计算得出知识型员工对现行激励的满意程度;通过方差分析得出集团知识型员工不同个人背景特征变量对主要激励因素偏好的影响。
最后,本文在国有建筑企业知识型员工激励机制存在的问题和激励因素分析的基础上,以激励理论为指导,借鉴国内外实践经验,建立适用于国有建筑企业知识型员工的CR12集团知识型员工激励模型,并提出有针对性的优化方案即优化CR12集团知识型员工的薪酬福利,改变集团知识型员工收入平均主义严重和岗位系数级差偏小现状,使其成为具有吸引力的薪酬福利;帮助知识型员工制定明确的职业生涯规划,加强知识型员工培训体系建设,为其职业发展和晋升创造通道,满足知识型员工的个人成长和发展需求;加强工作成就激励,建立职位消费、荣誉感和参与激励,使知识型员工在工作中得到权利需求的满足;明确企业未来的发展,形成尊重知识型员工的企业文化,使知识型员工对企业未来的发展充满信心;建立良好的团队合作激励,满足知识型员工的社会关系需求。同时,建立有效的绩效考评体系、约束机制和定期知识型员工满意度调查等激励机制实施配套措施。本文考虑到激励的实际应用效果,希望通过以国有建筑企业的典型代表CR12集团为例设计出能够适用于国有建筑企业知识型员工的激励机制,有利于国有建筑企业持续、快速、稳定的发展。
With the development of society, knowledge workers provided more and more intellectual support to enhance the core competitiveness of enterprises are those who possess the professional knowledge and skills. Only those enterprises who give knowledge workers a high degree of attention can maintain a superior position during the competition. The important task about optimization design of knowledge workers’incentive mechanism is to enrich the existing means and realize the diversification of incentives and stimulate knowledge workers’enthusiasm and creativity in order to serve enterprises more perfectly.
Taken the incentive mechanism of knowledge workers of State-owned construction enterprises as the object of study, based on some incentive-related theories, according to the survey about the description of the conditions, satisfactions and factors for the knowledge workers, the paper finds that problems of the incentive lie in five aspects. First, the incentives for knowledge workers are not clear. Second, there are no differences of incentives. Third, there lack of incentives optimization. At last, there are some flaws with the performance evaluation and constraint mechanism. Taking CR12 group as an example, By SPSS, statistical a survey of knowledge workers of CR12 group, we know that the main incentives for knowledge workers are personal development, pay and benefits, work achievements, business development and teamwork. We know the satisfaction about knowledge workers’incentives. By ANOVA, we know that the different background variables have an effect on the main incentives.
Based on the analysis of the main factors and problems lied in incentive mechanism for knowledge workers from State-owned construction enterprises, under the guidelines of incentive theories, taken practical experiences from home and aboard, the paper puts forward specific solutions to different issues. Optimizing workers’salaries and benefits, changing the serious condition of the egalitarian income and job status coefficient differences, which make knowledge workers satisfy with their jobs. To help knowledge workers develop a clear career planning and enhance the construction of the training system, pave the way for them to develop and promote in their careers in order to make them filled with confidence about the future. Enhancing achievement incentive, includes post consumption, sense of honor and participation incentives, to satisfy knowledge workers’right demand. Clear the enterprise's future development and establish the corporate culture to respect for the knowledge workers, so that knowledge workers full of confidence about the company's future. Establish teamwork incentives, to satisfy knowledge workers’social relations. Meanwhile, effective performance evaluation and the constraint mechanism should be developed and satisfaction survey should be held regularly to get the satisfaction with incentive mechanism of the knowledge workers in time and make good use of it. Considered the practical application of results, optimize proposal for the incentive should be devised with group characteristics to boost workers’enthusiasm and make State-owned construction enterprises have a sustained, rapid and stable development.
引文
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[3] Davenport Thomas H,De Long David W,Beers Michael C.Successful Knowledge Management Projects[R].Sloan Management Review,1998.
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[7]张望军,彭剑峰.中国企业知识型员工激励机制实证分析[J].科研管理,2001,22(6):90-96.
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[9]肖光强.如何管理知识型员工[J].企业管理,2000,6:35-36.
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[12]冼静,张昊民.对知识型企业员工激励的探讨[J].企业经济,2003,8:125-126.
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[14]邓玉林,王文平.基于人力资本产权的知识型员工激励机制研究[J].中国管理科学,2009,2:151-156.
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