【正文】 華中科技大學(xué)本科生畢業(yè)設(shè)計(jì) 論文題目：基層供電企業(yè)員工激勵(lì)機(jī)制的研究 學(xué) 院：遠(yuǎn)程繼續(xù)教育學(xué)院 專 業(yè)：工商管理 姓 名：崔恒磬 完成日期： 2021 年 2 月 摘 要 隨著 21 世紀(jì) 智能電網(wǎng)、堅(jiān)強(qiáng)智能電網(wǎng)的供電新技術(shù)時(shí)代的到來， 以及 電力市場(chǎng)競(jìng)爭(zhēng)機(jī)制的日趨完善， 知識(shí)密集型和技術(shù)密集型 的 基層供電企業(yè)將面臨更加激烈的市場(chǎng)競(jìng)爭(zhēng) 。競(jìng)爭(zhēng)將凸顯為人才的競(jìng)爭(zhēng)，原有在自然壟斷時(shí)期建立的企業(yè)員工激勵(lì)機(jī)制明顯滯后，已有的物質(zhì)激勵(lì)機(jī)制的作用日益弱化，要想贏得競(jìng)爭(zhēng)優(yōu)勢(shì)，必須將人力資源 管理從戰(zhàn)術(shù)管理地位轉(zhuǎn)向戰(zhàn)略管理的高度，樹立“以人為本”的管理觀念，從滿足員工多層次、多元化需要出發(fā)，最大限度地激發(fā)員工的主動(dòng)性、積極性和創(chuàng)造性，探索建立有效的激勵(lì)機(jī)制，建立一套完善的激勵(lì)機(jī)制，以激發(fā)職工的潛能。 本文的研究方法是：研究其人力資源管理的特點(diǎn)和不足。結(jié)合其他行業(yè)的優(yōu)秀企業(yè)以及國(guó)外供電行業(yè)的先進(jìn)管理經(jīng)驗(yàn)，綜合考慮我國(guó)供電企業(yè)的自身特點(diǎn)，提出具有可操作性的改革意見。最后，評(píng)估改革措施對(duì)供電企業(yè)人力資源管理工作的影響。 本文結(jié)合基層供電企業(yè) 員工激勵(lì)的現(xiàn)狀，指出了基層供電企業(yè)激勵(lì)機(jī)制中存在的問題和原因， 從解 決實(shí)際問題的角度出發(fā)，運(yùn)用科學(xué)的激勵(lì)理論，探討基層供電企業(yè)在激勵(lì)機(jī)制方面的變革與創(chuàng)新，有針對(duì)性地提出了對(duì)策和措施，使基層供電企業(yè)得到全面、可持續(xù)的發(fā)展 ，從而實(shí)現(xiàn) 國(guó)家電網(wǎng)公司提出了以“三個(gè)建設(shè)”為保證，全面推進(jìn)“兩個(gè)轉(zhuǎn)變”，建設(shè)“一強(qiáng)三優(yōu)”現(xiàn)代公司的發(fā)展戰(zhàn)略目標(biāo)。 關(guān)鍵詞：供電企業(yè)； 激勵(lì)機(jī)制； 人力資源；以人為本 Abstract With the development of smart grid and strong smart grid, petition mechanism of electric market bee better and better. Basic unit power supply enterprises, who are knowledgeintensive and technologyintensive, will encounter with more fierce market petition， in which talent petition is the core. The original is in natural monopoly during the establishment of the enterprise staff incentive mechanism obvious lag, existing material incentive mechanism is increasingly weakened, want to gain petitive advantage, must take the human resources management from the strategic management status to strategic management, to establish peopleoriented management concept, from staff to meet the multilevel, diversified needs, utmost ground arouses staff39。s initiative, enthusiasm and creativity, to explore the establishment of an effective incentive mechanism, establish a set of perfect incentive mechanism, to stimulate the potential of employees. The research starts with the study of the characteristics of the domestic power supply enterprises. And with result of the analysis of the structure of the power supply enterprises and the data from survey, the improvement advices can be concluded. This bination of basic level power supply enterprise employees status, points out the basic power supply enterprise incentive mechanism existence question and the reason, from the viewpoint of solving practical problems, using the scientific theory of motivation, discusses basic power supply enterprise incentive mechanism in the reform and innovation, puts forward the countermeasure and measure, make basic level power supply enterprises have a prehensive, sustainable development, thus achieving the national grid pany put forward a three building as the guarantee, advance in the round two change, build one strong 3 actor in modern pany39。s development of strategic objectives. Keywords: power supply enterprise。 incentive mechanism。 human resources。 peopleoriented 目 錄 摘 要 ...............................................................................................................................................II Take to ............................................................................................................. 錯(cuò)誤 !未定義書簽。 1 引言 ............................................................................................................................................. 1 1． 1 選題的背景 .................................................................................................................... 1 1． 2 研究的目的 .................................................................................................................... 1 1． 3 研究問題與研究方法 .................................................................................................... 1 1． 4 本文的結(jié)構(gòu) .................................................................................................................... 2 2 國(guó)內(nèi)外研究現(xiàn)狀 ......................................................................................................................... 3 2． 1 國(guó)外研究現(xiàn)狀 ................................................................................ 錯(cuò)誤 !未定義書簽。 2． 2 國(guó)內(nèi)基層供電企業(yè)的員工激勵(lì)模式 ............................................................................ 4 3 基層供電企業(yè)員工激勵(lì)的不足 ................................................................................................. 6 4 基層供電企業(yè)激勵(lì)機(jī)制研究的框架與方法 .............................................................................. 6 4． 1 研究框架 ........................................................................................................................ 6 基層供電企業(yè)目標(biāo)體系 ....................................................................................... 7 誘導(dǎo)因素集合 ....................................................................................................... 7 個(gè)人因素集合 ........................................................................................................ 7 研究方法 .......................................................................................................................... 8 分配制度 ............................................................................................................... 8 行為規(guī)范 ............................................................................................................... 8 信息溝通 ............................................................................................................... 8 5 基層供電企業(yè)激勵(lì)機(jī)制研究結(jié)果 ............................................................................................. 8 5 基層供電企業(yè) 員工激勵(lì)問題的建議 ....................................................................................... 10 樹立以人為本的激勵(lì)機(jī)制 ............................................................................................ 10 建立現(xiàn)代薪酬分配體系 ................................................................................................ 10 實(shí)行結(jié)構(gòu)工資制 .................................................................................................. 10 重視利用非財(cái)務(wù)性報(bào)