现代企业管理中的员工激励问题.doc

现代企业管理中的员工激励问题

摘要：全球化的市场竞争，使得企业特别关注员工的激励。一是因为员工是企业最重要的资源，人力资源投入的程度和效果明显影响着企业的竞争力；二是如今最剧烈的竞争是人才的竞争，人才争夺战愈演愈烈。
如何留住人才是一个永恒的企业管理课题。所有企业都必须面对一个矛盾：如何解决员工欲望的不断膨胀和薪酬的相对稳定。在这个变革的时代，面对企业员工欲望后面的永恒难题，笔者认为，最重要的是如何确立企业的价值体系和企业的整体激励机制，建立行之有效的企业创新激励教育机制，强化对职工的潜能开发。
当今,企业竞争日趋激烈,每个企业都在对员工进行各式各样的激励,以使企业在市场竞争中立于不败之地,但有相当一部分企业员工激励机制并不科学,不完善。如何有效的通过科学的激励机制调动员工的积极性、创造性,成为企业管理重要课题。
二十一世纪的企业竞争，归根到底是人才的竞争，只有将企业的员工紧密团结在一起，激发出他们的工作热情和内在潜力，使他们把自己的智慧、能力和需求与企业的发展目标结合起来去努力、去创造、去革新，才能使企业健康发展。本文从有效激励的作用、有效激励应注意的问题及如何进行有效激励等几方面入手，结合企业发展实际，阐述了作者独特的看法，对企业人力资源管理者具有实际运用价值。 
激励就是通过满足员工的需要而使其努力工作，从而实现组织目标的过程。管理工作中十分重要的一部分是对人的管理，人力资源管理主要是通过激励来实现的。怎样运用有效的方法和手段最大限度地激发下属的积极性、主动性和创造性，以保证组织目标的实现，已成为今天人力资源管理中主要的课题。 
关键词：国有企业；知识型员工；激励；人力资源；需求因素；激励策略
The management of modern enterprise staff incentive problems

【Abstract】: the globalization of competition in the market, make the enterprise pay special attention to the employees. One is because the enterprise staff is the most important resource, human resource input and the extent of the effect of significantly affect the competitiveness of enterprises; two is now the most intense competition is the competition of talents, the talent contends for battle rage.
How to retain talent is an eternal subject of enterprise management. All enterprises must face a paradox: how to solve the employees desire expand ceaselessly and pay relatively stable. In this era of change, facing the enterprise staff desires behind the eternal problem, the author thinks, the most important is how to establish the enterprise value system and the whole of the enterprise incentive mechanism, establish effective incentive mechanism of the enterprise innovation education, strengthening on the worker's potential development.
Nowadays, enterprises increasingly fierce competition, each enterprise are on the staff of every kind of incentive, in order to make the enterprise is in market competition remain invincible, but have quite one part enterprise employees incentive mechanism is not scientific, not perfect. How to effectively through scientific incentive mechanism to mobilize staff enthusiasm, creativity, becomes the business management the important topic.
Twenty-first Century the enterprise competition, in the final analysis is the competition of talents, only the enterprise staff work closely together, arouse their work enthusiasm and the immanent latent capacity, make their own wisdom, ability and demand and the development goal of the enterprise by combining efforts, to create, to innovate, to make the healthy development of enterprises. From the effective incentive effect, effective incentive problems should be paid attention to and how to carry out effective incentive aspects, combined with the actual business development, expounds the unique view, human resources management of enterprise has the actual application value.
Motivation is by meeting their needs and make them to work hard, so as to achieve the goals of the organization. Management is a crucial part in the management, human resource management is mainly realized through incentive. How to use the effective methods and means to maximize stimulate subordinate enthusiasm, initiative and creativity, to ensure that the goals of the organization, has become a major issue in human resource management.
【Keywords】: state-owned enterprise; knowledge workers; incentive; human resources; demand; incentive strategy

 
目录
一、绪论 1
二、企业对员工激励中存在的问题 1
（一）以钱为本,重才轻德式的激励。 2
（二）墨守成规,大锅饭式的激励。 2
（三）不授权式的激励。 2
（四）期望过高式的激励。 3
（五）薪酬结构不合理满意度低。 3
（六）人才培养和选拔上主观随意性大。 3
（七）忽视了知识型员工的特性。 3
三、有效激励的作用 4
（一）调动员工的积极性 4
（二）留住企业优秀人才 4
四、有效激励应注意的问题 4
（一）了解员工激励的特点和员工的真正需求 5
1、基础性工作必须完善 5
2、精神激励不容忽视 5
3、激励不等于奖励 5
4、奖励失败也是激励 6
（二）运用“三位一体”的思维方法 6
（三）制定有效激励政策 6
（四）合理分析企业中三类员工 7
1、年龄较大,收入较高。 7
2、追求机会者。 7
3、追求发展者。 7
（五）确保激励的公正性 7
（六）物质激励和精神激励相结合,正负激励相结合 8
（七）构造员工分配格局的合理落差 8
1、重视人本管理 8
2、培育创新文化 8
3、激励性薪酬体系 9
4、职业发展规划 9
五、企业员工激励策略 9
（一）建立科学合理的薪酬和绩效考核体系 9
（二）转变管理观念，根据企业战略目标指导员工职业规划 10
（三）增强管理柔性，为员工创造良好的工作环境 10
（四）加强对知识型员工的教育培训,注重员工个体成长 10
六、如何进行有效激励 11
（一）坚持以人为本的原则，真诚对待员工 11
（二）了解员工需求，进行有针对性的激励 11
（三）建立科学的、公正的激励机制 12
（四）科学分析企业的工作岗位 12
（五）建立科学的绩效管理体系 12

参考文献 14