公司管理論文終稿(已修改)
2025-02-16 00:56 本頁面
【正文】 I 摘 要 如何留住人才是一個(gè)永恒的企業(yè)管理課題。優(yōu)秀人才總是跳槽而去，平庸的員工總是賴著不走。所有企業(yè)都必須面對(duì)一個(gè)矛盾：如何解決員工欲望的不斷膨脹和薪酬的相對(duì)穩(wěn)定。因?yàn)閱T工隨時(shí)都可能在企業(yè)中成長而薪酬不可能緊緊相隨，沒有人會(huì)總是對(duì)自己的薪酬感到滿意。而個(gè)人財(cái)富過大可能產(chǎn)生副作用，激勵(lì)過度卻可能讓人不思進(jìn)取。在我們這個(gè)變革的時(shí)代，面對(duì)企業(yè)員工欲望后面的永恒難題，我們究竟該何去何從。企業(yè)實(shí)行激勵(lì)機(jī)制的最根本的目的是正確地誘導(dǎo)員工的工作動(dòng)機(jī)，使他們在實(shí)現(xiàn)組織目標(biāo)的同時(shí)實(shí)現(xiàn)自身的需要，增加其滿意度，從而使他們 的積極性和創(chuàng)造性繼續(xù)保持和發(fā)揚(yáng)下去。由此也可以說激勵(lì)機(jī)制運(yùn)用的好壞在一定程度上是決定企業(yè)興衰的一個(gè)重要因素。如何運(yùn)用好激勵(lì)機(jī)制和實(shí)行正確的員工激勵(lì)也就成為各個(gè)企業(yè)面臨的一個(gè)十分重要的問題。 我認(rèn)為，最重要的是如何確立企業(yè)的價(jià)值體系和分配機(jī)制，這也是企業(yè)文化的核心問題 。 人力資源的開發(fā)和利用還包括企業(yè)制定一系列與規(guī)章制度相配套的激勵(lì)措施。只有激勵(lì)才能產(chǎn)生高效率，只有激勵(lì)才能產(chǎn)生凝聚力，企業(yè)才能獲得可持續(xù)發(fā)展。 關(guān)鍵詞 ： 激勵(lì) 機(jī)制 。 激勵(lì)措施 。 薪酬 II Abstract How to retain talent is an eternal topic of corporate governance. Talented people are always switched away, mediocre people are always hanging on. All businesses must face a dilemma: how to resolve the employee desires the continued expansion and pay relatively stable. Because the employee may at any time to grow and salaries in the enterprise can not be firmly hand in hand, no one will always be satisfied with their pay. The personal wealth is too large may cause side effects, it may encourage people to overplacency. In our era of change, faced with employees behind the eternal desire to challenge, we have what should we do. Enterprises incentive mechanism of the most fundamental purpose is the right guidance and motivation of employees, enabling them to achieve anizational objectives while achieving its own needs, increase their satisfaction, so that their enthusiasm and creativity to continue to maintain and carry forward. From this it can be said that incentives for the use of good or bad to a certain extent, deciding the rise and fall of an important factor. How to make good use of incentives and the implementation of the right of employees in all enterprises face incentives has bee a very important issue. I think the most important thing is how to establish the value of the business system and distribution mechanisms, which is the core issue of corporate culture. Human resources development and utilization of enterprise development also includes a series of rules and regulations matched incentives. Only the incentive to produce high efficiency, only the incentive to generate cohesion, businesses to get sustainable development. Keyword ： incentive mechanism。 incentive measures。 Salary III 目 錄 摘 要 ............................................................................................I Abstract .......................................................................................... II 第一章 引 言 ................................................................................ 1 問題的提出 .......................................................................................... 1 ............................................................................................... 2 ............................................................................... 2 第二章 激勵(lì)機(jī)制相關(guān)理論概述 ....................................................... 3 人力資源激勵(lì)機(jī)制的概念 .................................................................. 3 ............................................................................... 3 ................................................................................... 5 激勵(lì)的原則 .......................................................................................... 7 第三章 北方交通企業(yè)簡介 ............................................................... 9 ........................................................................... 9 ..................................................................... 10 第四章 北方交通激勵(lì)機(jī)制存在的主要問題及原因分析 .................. 11 ................................................. 11 第五章 北方交通解決員工激勵(lì)機(jī)制問題的對(duì)策 ............................. 16 ......................................................................... 16 .................................................
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