“正合地产”公司基层员工激励机制的模型研究 毕业论文

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江苏科技大学本科毕业论文“正合地产”公司基层员工激励机制的模型研究TheStudyofIncentiveMechanismModelforBasicRankStaffinZhengHeRealEstateCompany 江苏科技大学毕业论文（设计）任务书学院：公共管理学院专业：人力资源管理学号：0840901108姓名：指导教师：职称：副教授2012年3月25日 毕业论文（设计）题目：“正合地产”公司基层员工激励机制的模型研究一、毕业论文（设计）内容及要求（包括研究方向和对象、内容和目标、思路和方法、实践及创新要求）1.研究方向薪酬管理的激励机制2.研究对象“正合地产”公司的基层员工3.研究内容（1）薪酬管理激励机制相关理论及模型（2）“正合地产”公司基层员工激励机制的现状分析（3）“正合地产”公司基层员工激励机制目前存在的主要问题（4）构建“正合地产”公司基层员工的激励机制及实施措施4.研究目标构建对内相对公平，对外有竞争力的“正合地产”公司基层员工的激励机制及实施措施，为其留住基层员工、吸引人才提供决策参考。5.研究思路通过收集相关研究资料，并深入调研“正合地产”公司基层员工的激励机制现状的基础上,分析其激励机制存在的主要问题,根据激励机制的相关理论和模型,结合企业实际，为该企业构建基层员工的较为合理的激励机制及实施措施。6.研究方法 主要采用了文献研究法、案例分析法、经验总结法。通过查阅相关文献，并对其进行分析、归纳、整理，选择本研究的理论基础及模型设计的原则。对“正合地产”基层员工激励机制进行案例分析，并将分析得出的经验进行归纳，得出结论，从而提出基层员工激励机制的原则并构建出激励机制模型。7.实践与创新要求亲自深入“正合地产”公司进行调研，收集到真实可靠的基层员工激励机制的相关信息，结合企业的实际情况、内外部环境，构建具有较高实用价值的激励机制并在企业中能够实际运用。二、完成后应交的作业（包括各种说明书、图纸等）1．毕业论文（设计）2．专业文献翻译3．读书笔记及指导记录4．开题报告概述表5．中期检查表及期中小结6．电子文档三、完成日期及进度自2012年3月19日起至2012年6月17日止进度安排：进度安排：第一阶段：自2012年3月19日起至2012年4月8日止：下达任务书、课题调研、收集资料。第二阶段：自2012年4月9日起至2012年4月15日止：撰写开题报告。第三阶段：自2012年4月16日起至2012年5月6日止：撰写初稿、中期检查。第四阶段：自2012年5月7日起至2012年5月27日止：撰写并完成二稿。第五阶段：自2012年5月28日起至2012年6月17日止：撰写并完成终稿、答辩、成绩评定、总结及资料归档。 四、同组设计者（若无则留空）：五、主要参考资料（包括书刊名称、出版年月等）:[1]林珍平.我国物流企业基层员工激励机制研究[D].广东:中山大学,2009.[2]张彦兴.辽化公司基层管理者的激励与约束机制研究[D].辽宁:大连理工大学,2003.[3]监文慧.东北地区中小企业基层员工非物质激励因素研究[D].长春:东北师范大学,2010.[4]董克用.人力资源管理概论[M].北京:中国人民大学出版社,2011.[5]杨东.员工激励[M].北京:中国轻工业出版社,2010.[6]李志,胡静.企业员工的非物质激励研究[J].重庆大学学报(社会科学版),2007(1).[7]《哈佛管理前沿》《哈佛管理通讯》编辑组.激励员工[M].北京:商务印书馆,2007.[8]陈智峰.中小企业人才激励管理方法探析[J].现代商业,2009(11).[9]胡娟.关于企业非物质激励措施的思考[J].中国集体经济,2009(3).[10]王周火,谢恒,李新平.我国中小企业员工激励机制研究[J].江苏商论,2008(8).[11]斯蒂芬·P·罗宾斯.管理学[M].北京:中国人民大学出版社,2008.[12]余文钊.现代激励理论与应用[M].大连:东北财经大学出版社,2006.[13]张静抒.情感管理学[M].上海:上海交通大学出版社,2005.[14]彭四平,童恒庆.激励心理学[M].武汉:湖北人民出版社,2006.[15]斯蒂芬·P·罗宾斯.组织行为学[M].北京:中国人民大学出版社,2000.[16]吴晓,李立轩.中小企业人力资源管理与开发[M].北京:清华大学出版社,2005.[17]张越宏.怎样激励员工留住人才[M].北京:科学出版社,2006.[18]生文光.M房地产有限公司员工激励研究一一一个基于心理契约的视角[D].南宁:广西大学,2008.[19]焦丽莉,贾方方.中小企业业务员激励方式[J].管理科学文摘,2007(7).系（教研室）主任签章：年月日学院主管领导签章：年月日 江苏科技大学公共管理学院毕业论文（设计）中文摘要“正合地产”公司基层员工激励机制的模型研究摘要面对日趋激烈的市场竞争，调动企业基层员工的工作积极性对提高产品质量和服务，提升企业的核心竞争力具有重要的影响。因此，如何对基层员工进行激励，提高其工作热情就是一个十分重要的研究课题。本研究运用案例分析法，结合薪酬激励与管理理论，在深入调查“正合地产”公司基层员工激励机制的现状的基础上，分析其目前激励机制存在着的主要问题，针对该公司基层员工的激励需求的特点，构建其基层员工激励机制的模型，并从物质、精神、成长激励等方面提出了实施对策，以促进企业和基层员工共同发展。关键词：基层员工；激励机制模型；“正合地产”公司 江苏科技大学公共管理学院毕业论文（设计）英文摘要TheStudyofIncentiveMechanismModelforBasicRankStaffinZhengHeRealEstateCompanyAbstractFacingthemarketcompetitionwhichhasbecomeincreasinglyfierce,motivatingthebasicrankstaffofcompanyhasimportantinfluenceonimprovingthequalityandserviceoftheproductsandenhancingthecorecompetitivenessofthecompany.Therefore,howtomotivatethebasicrankstafftoincreasetheirpassionforworkhasbecomeaveryimportanttopic.Onthebasisofmanagementandmotivationtheory,usingthemethodsofcaseanalysis,thearticlehasthoroughlyinvestigatethepresentsituationofincentivemechanismmodelforbasicrankstaffinZhengHeRealEstateCompanytoanalyzethemajorproblemsandthenconstructtherightincentivemechanismforbasicrankstaffinthecompanyaccordingtothedemandcharacteristicsoftheseemployee,andputforwardsolutionsfromtheaspectsofphysical,mental,growthmotivationtopromotethecommondevelopmentofenterpriseandemployee.Keywords:BasicRankStaff;IncentiveMechanismModel;ZhengHeRealEstateCompany 江苏科技大学公共管理学院毕业论文（设计）目录0引言………………………………………………………………………………11“正合地产”公司基层员工激励机制研究的理论基础………………………11.1相关概念界定………………………………………………………………11.2内容型激励理论……………………………………………………………21.3过程型激励理论……………………………………………………………31.4行为改造型激励理论………………………………………………………31.5本理论的研究模型…………………………………………………………42“正合地产”公司基层员工激励机制的现状分析……………………………52.1企业概述……………………………………………………………………52.2企业基层员工激励机制现状………………………………………………72.3“正合地产”公司基层员工激励机制存在的主要问题…………………83“正合地产”公司基层员工激励机制的模型构建……………………………103.1企业基层员工需求特征……………………………………………………103.2公司基层员工激励机制模型构建的原则…………………………………113.3“正合地产”公司基层员工激励机制的模型构建………………………133.4模型实施中应注意的问题…………………………………………………144推进“正合地产”公司基层员工有效激励机制实施的对策…………………144.1加强物质激励的多样化……………………………………………………154.2不断从精神方面加强激励…………………………………………………154.3科学设计成长激励方式……………………………………………………164.4有效发挥负激励的作用……………………………………………………17结论…………………………………………………………………………………18致谢…………………………………………………………………………………19参考文献……………………………………………………………………………20 江苏科技大学公共管理学院毕业论文（设计）“正合地产”公司基层员工激励机制的模型研究0引言21世纪，在中国经济快速发展的背景下，企业如何才能在日益激烈的市场竞争中立于不败之地呢？这个问题一直是学者和企业家们关注和研究的焦点。众所周知，2l世纪的竞争归根到底是优秀人才的竞争。因此，基层员工对企业提升竞争力越来越重要，因为直接面对产品，面对客户的始终是基层员工。如何对基层员工进行有效的管理和激励，以提高基层员工的工作热情，就显得尤为重要。本文以“正合地产”公司基层员工为例进行探讨，在深入调研“正合地产”公司基层员工激励机制的现状和趋势的基础上，运用相关激励理论，分析“正合地产”公司基层员工激励机制的现状，找出目前激励机制存在的主要问题，针对该公司基层员工的激励需求的特点，构建该企业基层员工激励机制的模型，并提出相应的实施对策，以有效调动基层员工的工作积极性，改善基层员工的工作绩效，促进企业和基层员工共同发展。1员工激励机制研究的理论基础1.1相关概念界定1.1.1基层员工（1）员工：员工是指企业(单位)中各种用工形式的人员，包括固定工、合同工，临时聘用、雇用、借用的人员，以及代训工和实习生。国内外都没有明确定义基层员工的概念。（2）基层员工：在本研究中，我将引用监文慧在《东北地区中小企业基层员工非物质激励因素研究》中对基层员工的界定，即所谓基层员工，是指在企业组织体系中不担任任何职务、处于被管理者地位的普通管理人员、技术人员、生产一线的工人及其他各类服务人员的总称[1]。本文研究的基层员工，是指“正合地产”公司中的基层管理者、置业顾问和助理顾问。1.1.2激励机制22 江苏科技大学公共管理学院毕业论文（设计）简而言之，激励就是激发人内在的行为动机并使之朝着既定目标前进的整个过程。在激励组织成员的过程中，组织通过设计合理的奖励形式和工作环境，以特定的行为规范和惩罚措施，借助信息沟通，来激发、指导、保持组织成员的行为，从而有效地实现组织与其成员的共同目标。由激励和机制的定义可以看出，激励是以人本理论为基础、以人为中心的管理活动，倡导组织和个人的全面和谐的发展，它追求管理活动的人性化、灵活化。机制则以对系统内部各要素的关系的理解为基础，强调人类行为的理性层面，它追求管理活动的制度化、高效化。总体而言，可以把激励机制定义为：在组织系统中，激励主体与激励对象之间通过激励手段相互联系、相互影响、相互制约的方式[2]。1.2内容型激励理论内容型激励理论主要是研究激励起因和激励因素的理论，主要包括：需求层次理论、ERG理论、双因素理论、成就激励理论。1.2.1需求层次理论美国心理学家马斯洛提出了需求层次理论。他将人的需求划分为5个层次：生理需求、安全需求、社交需求、尊重需求和自我实现的需求。这5种需求按照从低级到高级的顺序依次排列。只有当低一级的需求得到基本满足以后，人们才会去追求更高层次的需求。只有那些未被满足的需求才能成为激励因素。1.2.2ERG理论美国心理学家克莱顿·奥尔德弗提出了ERG理论，他认为，人的需求主要有三种：生存需求、关系需求和成长需求。在他看来，当低一层次的需求得到满足以后，人们就希望得到较高一层次的需求，但如果追求更高层次的需求时受到挫折，高层次需求得不到满足，人们的需求就会退到较低层次，重新追求低层次的需求，即“挫折——倒退”理论。此外，ERG理论还认为可以同时有两种或两种以上的需求占主导地位。1.2.3双因素理论美国行为科学家弗雷德里克·赫茨伯格提出了双因素理论。他认为，使组织员工感到满意的因素大多与工作本身或工作内容有关，即“激励因素”。它包括成就、认可、工作本身、责任、晋升、成长等六个方面。而使员工感到不满意的因素则大多与工作环境和工作条件相关，即“保健因素”。研究指出“满意”是“没有满意”的对立面，“不满意”是“没有不满意”的对立面。这一理论促使管理者认识到应该重视员工的工作内容。1.2.4成就激励理论美国心理学家戴维·22 江苏科技大学公共管理学院毕业论文（设计）麦克利兰提出了成就激励理论。他提出在生理需求得到满足的前提下人们有权力需求、归属需求和成就需求。高成就需求的人往往具有内在的工作动机，喜欢能独立负责、可以得到信息反馈的工作环境。成就需求不一定是天生存在的，管理者可以通过教育和培训造就具有高成就需求的人。但高成就需求者并不一定是一个优秀的管理者，他们往往只对自己的工作表现感兴趣。而归属需求与权力需求和管理的成功密切相关，最优秀的管理者往往是对权力需求高而对归属需求低的人。1.3过程型激励理论过程型激励理论关注激励如何发生。该理论并不试图挨个找出具体的激励因素，它关注的是为什么人们选择特定的行为，以满足其需求；为了激励员工，管理者在激励过程中应该如何做。过程型激励理论主要包括期望理论和公平理论。1.3.1期望理论美国心理学家维克多·弗鲁姆的期望理论是比较有代表性的。他认为，人之所以能够从事某项工作并实现组织目标，是因为这些工作与组织目标的实现会帮助他们达到自己的目标，并满足自己某些方面的需求。因此，激励的效果取决于效价和期望值两个因素，只有当效价与期望值都很高时，才会产生强烈的激励。当人们预计通过个人努力能够完成任务，而任务完成后可以得到组织的奖励，且组织奖励会满足个人目标时，个体就会有努力的动力。1.3.2公平理论公平理论是美国心理学家亚当斯提出的，这一理论以社会比较理论为基础，研究得出人们愿意将个人所做的贡献与所得的报酬和他人（或自己）比较，利用这一结果我们可以对员工积极性加以影响。亚当斯认为，员工的工作积极性不仅受到绝对报酬的影响，也受到相对报酬的影响,当一个人取得报酬以后，不仅关心自己收入的绝对值，也关心自己收入的相对值，即每个人都会自觉或不自觉地把自己获得的报酬和投入的比率进行比较。1.4行为改造型激励理论行为改造型激励理论主要包括目标理论和强化理论。1.4.1目标理论22 江苏科技大学公共管理学院毕业论文（设计）这一理论由美国心理学教授E.A.洛克提出。他和同事的研究表示，通过设置目标能够实现对人们的激励，目标具有引导员工工作方向，提高员工努力程度的作用，因此应当注意目标在激励过程中的作用。激励的效果主要取决于目标的清晰度和目标的难度两个因素。有具体目标的任务，有一定难度但经过努力能够实现目标的任务激励效果更好，但是员工必须承认并接受这一目标。1.4.2强化理论斯金纳认为，人的行为是在受到来自外部环境的刺激后所作的反应，当行为的结果对自己有利时，这种行为将加强并重复出现；当行为的结果对自己不利时，这种行为就会减弱或停止。管理者要根据员工具体情况的不同，选择不同的强化方式，并在行为发生后尽快采取适当的强化方法。另外也应注意小步子前进，分阶段设立目标，并明确规定与表述目标。正面强化比负面强化更有效[3]。1.5本理论的研究模型1.5.1模型设计的原则管理领域有很多经典模型，在管理实践中，管理学家也经常根据具体情况建立新的管理模型。我们需要注意，一个优秀的模型设计应该把握以下基本原则：原则一：好的模型可推导的结果应该是独立的穷尽的。原则二：好的模型对现实世界的解释力要足够强、足够广。简而言之，原则一和原则二说明好的模型要正确掌握抽象与具象的度。从哲学上说，抽象是认识复杂现象过程中使用的思维工具，即抽出事物本质的共同的特性而暂不考虑它的细节，不考虑其他因素；具象则是事物本身的特性。一个模型如果过于抽象，就往往变成了绝对真理（经济学称为套套理论），一般是没什么用的。而如果一个模型过于具象，则这个模型往往为了解释一个现象要说明很多边界条件，稍微超出边界就会不适用，这样的模型过于个性化，也不足够好。原则三：好的模型应该以环境变量为划分指标，原因在于这样便于决策者操作、制定战略。你是否思考过为什么波士顿矩阵和通用竞争力模型会成为经典模型，代代流传？其中很关键的一个原因在于波士顿矩阵模型以增长率和市场占有率两个环境变量为指标，可以按图索骥地制订战略。通用竞争力模型相对复杂些，但大体上也是以竞争力和吸引力两类环境变量为划分指标，帮助决策者进行战略选择。当我们按照环境变量进行可选战略划分之后，战略决策问题就变成了一个战略选择问题，一般人都愿意使用这种相对简化的工具。1.5.2本研究的理论模型22 江苏科技大学公共管理学院毕业论文（设计）本研究综合运用了物质激励因素和精神激励因素，结合需求层次理论、双因素理论、ERG理论、成就激励理论、期望理论、目标理论、公平理论、强化理论的相关思想，构建了本研究的理论模型。并且在构建模型的过程中，尊重模型设计的原则，把握了抽象与具象的度，将抽象的模型实际运用于具体的环境之中。基层 员工 激励 机制负激励精神 激励成长 激励物质 激励在本研究中，员工的激励机制分为四个部分：物质激励、精神激励、成长激励、负激励。其中，物质激励是基础，精神激励是保障，成长激励是关键，负激励是补充。图1本研究激励模型根据以上理论模型，经过反复筛选，研究最终选取员工激励的24个激励因素，对“正合地产”公司基层员工激励做了实证研究，从中提取出四个维度中有效激励基层员工的因素。2“正合地产”公司基层员工激励机制的现状分析2.1企业概述2.1.1企业概况成都正合地产顾问有限公司诞生于1998年，是本土最早从事房地产咨询代理服务的专业机构之一。2005年，正合地产通过全面提升企业管理水平和专业服务能力，得到了迅猛的发展，于2006年一举实现本土市场业绩夺冠。2007年，正合地产销售面积及销售金额双突破，位列西南代理行业第一名。即使是在市场萎缩过半的2008年，正合地产依然稳步实现同比增长，奠定了本土市场领军地位，并连续数年保持领先优势。在2011年“中国房地产策划代理百强企业研究”中，正合地产以第43位的名次，成为成都地区唯一入围全国策划代理百强的企业。22 江苏科技大学公共管理学院毕业论文（设计）图2公司组织结构图正合地产向客户提供包括顾问服务、决策咨询、项目策划、销售代理等在内的全方位房地产综合服务。历经13年发展，已成功为近200个房地产项目提供了优质的服务。其组织结构如图2。目前公司在深耕成都市场的同时，正合地产已于2011年正式开始向外扩张，先后进入重庆、贵阳等西部重点城市，并将立足西南，逐步实现中西部地区的战略布局。公司现已成为中西部地区规模最大、产值最高的区域性房地产综合服务商。2.1.2企业员工概况公司现有员工近800名，其中基层员工占到公司员工总数的60%左右，本研究将成都总公司和成都市区各楼盘的基层员工作为调查样本，发放问卷130份，收回有效问卷123份。经过调查，发现其主要有以下特征（见表一）：（1）性别方面男女较为均衡，各占50%左右；（2）年龄方面，年轻员工居多，40岁以下的基层员工占总人数的94.31%；（3）学历方面，大专和中专学历的基层员工占总人数的2/3左右；（4）岗位方面，置业顾问较多，占总人数的67.48%，助理顾问人数最少；（5）月薪方面，基层员工的工资较低，工资范围主要在1500-4000元。22 江苏科技大学公共管理学院毕业论文（设计）表1“正合地产”公司基层员工基本情况项目内容数量（人）比例性别男性6754.47%女性5645.53%年龄20岁以下1411.38%20-30岁8770.73%30-40岁1512.20%40岁以上75.69%学历层次中专86.5%大专6855.28%本科4435.77%研究生32.45%现在的岗位基层管理者2822.76%置业顾问8367.48%助理顾问129.76%现有工资（月薪）1500元以下86.5%1500-3000元4334.96%3000-4000元4839.02%4000元以上2419.52%2.2企业基层员工激励机制现状2.2.1“正合地产”公司基层员工现行激励机制的现状分析正合地产公司从1998年成立以来，试图建立现代企业制度，并进行了一系列的探索。随着企业的不断发展，公司不断完善员工的激励与约束机制。总体来看，企业对基层员工的激励表现在以下几个方面：（1）薪酬激励为主。从目前来看，“正合地产”公司对基层员工的激励主要通过激励薪酬制度中设立的结构工资，结构工资中的提成工资为主进行激励。根据调查，公司比较注重中高层员工激励，而基层员工的福利较少。（2）精神激励为辅。对于基层员工的精神激励方面，主要是每年一次的评优评先，除颁发荣誉证书外，还给予每年一次外出考察旅游的物质奖励。但每年基层员工评上的比率不过5%。同时，也应当看到公司高层对基层的关心较少，公司中的基层员工，尤其是置业顾问，主要在项目地工作，与公司高层接触的机会不多，而公司高层由于工作繁忙，也很少去慰问。因而，公司领导在情感激励方面对基层员工不够。（3）22 江苏科技大学公共管理学院毕业论文（设计）比较注重基层员工职业生涯规划激励。公司为推进员工发展提高，定期组织员工进行例行培训，尤其是加强对新员工入职培训。同时，加强员工职业生涯发展建设，专门为基层员工设置了管理和专业技术两条职业晋升发展的渠道。根据相关统计，通过这两条发展道路得到晋升的基层员工的比例约占10%。但公司中，培养基层员工综合能力的锻炼机会仍有欠缺，主要表现在岗位轮换情况比较少。（1）负激励存在不足。负激励主要指采用批评、处罚等措施，强迫员工改正不良工作状况。经过笔者调查，“正合地产”公司对基层员工采用的某些处罚性措施的实施不够及时，不够公平，从而引起了基层员工的不满，进而对一些处罚性措施的实施存在质疑。2.2.2企业基层员工激励机制特点通过对“正合地产”公司基层员工现行激励机制的分析，可以得出该公司的基层员工激励机制具有以下特点：（1）对于基层员工的激励，以物质激励为主。通过上面分析可以看出“正合地产”公司在物质激励方面，以薪酬激励为主。（2）对于基层员工的激励方式中，运用精神激励、成长激励等激励方式不够。（3）企业更重视对于企业中高层员工的激励，对基层员工的激励效果不明显，且内部激励不平等现象比较严重。（4）对于基层员工，负激励作用过于僵硬，且激励效果不明显，引起员工不满。2.3“正合地产”公司基层员工激励机制存在的主要问题2.3.1缺乏规范的激励制度作保障“正合地产”公司的激励制度不完善，处于“头痛医头，脚痛医脚”的状况，公司未能站在全局的战略高度，制定完善而系统的基层员工激励机制，忽视对激励机制的顶层设计和有效执行，导致基层员工对激励机制不满与质疑。2.3.2不注重员工的个体差异科学的激励机制的设计应当结合职位与工作环境，并充分体现个体的差异性。同时，激励机制应该是动态的，应该随着组织的变化和人员科层变动而相应进行动态的调整[4]。根据成就激励理论，在生理需求得到满足的前提下人们有权力需求、归属需求和成就需求。员工的需求具有个体差异性和动态性。而目前“正合地产”公司未对不同基层员工的需求差异，采取不同的激励方式。对所有基层员工采用同样“一刀切”的激励手段。22 江苏科技大学公共管理学院毕业论文（设计）2.3.3对基层员工的激励重视不够随着市场经济的发展，企业间竞争日趋激烈，“正合地产”公司管理层逐渐认识到人才的重要性，加强了对企业中高层员工的激励力度。而对于在企业中占主体地位数量众多的基层员工，激励关注度不够，激励力度不大，导致了基层员工的高离职率。2.3.4激励方式单一精神激励是相对于物质激励而言的，是指通过一系列非物质方式来满足个体心理需要，改变其意识形态，激发其工作动力。精神激励一般包括事业激励、声誉和地位激励、权力激励、竞争激励、情感激励等[5]。目前，“正合地产”公司对基层员工采取的激励措施以物质激励为主，忽视了精神激励、成长激励和其他方式激励的有机结合。根据马斯洛的需求层次理论，物质的满足只是人们较低层次的需求，对员工的激励作用不明显，不能满足员工的社交需求、尊重需求、自我实现需求等较高层次的需求。2.3.5员工激励缺乏有效的反馈机制反馈就是管理人员分析过去工作的执行结果，将它与预期标准相比较，发现偏差所在并找出原因，纠正偏差。激励过程中的反馈能让管理者对激励方式进行重新审视，从而改进员工激励机制。但“正合地产”公司在激励基层员工时，并未建立有效的反馈机制。根据笔者调研，公司对其员工实施的激励基本都是单向性的，即实施激励以后就不再过问。应当承认，每一次激励的实施，不可能都是公平公正准确的，管理者如果不能及时了解基层员工激励实施存在的问题，就不能及时解决激励过程中出现的问题．就无法发挥激励的作用．从而抑制基层员工的工作积极性，影响企业未来发展[6]。2.3.6重视正面激励，忽视负激励所谓负激励就是在管理中对管理对象不符合管理需要的行为进行一种限制和惩罚，目的是使管理对象改正动机和行为，使之按管理目标运作。负激励方法有很多，常用的有批评、处罚等。负激励具有警示作用，能对行为进行矫正和教育，能够产生压力效应[7]。强化理论认为，当人们意识到行为的结果对自己不利时，这种行为就会减弱或停止。正确的管理方法应该是激励正确的行为，约束错误的行为。而笔者在调研中发现，“正合地产”公司并没有很好地运用负激励引导员工，导致有的基层员工不安心工作或消极怠工。22 江苏科技大学公共管理学院毕业论文（设计）2.3.7激励手段未能结合企业实际，存在盲目跟风现象“正合地产”公司在实施基层员工激励的过程中，引用了一些目前比较流行的激励制度，并没有根据企业本身的实际情况制定科学的激励机制。例如企业在进行成长激励时，采用内部讲师制的培训制度。目前公司从基层员工中选拔内部讲师，对其他基层员工进行基础性的企业文化培训。但企业并未注意到本行业的基层员工文化素质普遍不高，难以选拔出众多符合要求，能够胜任工作的内部讲师。2.3.8绩效考核水平有待提高“正合地产”公司对基层员工的绩效考核设计，考核内容单一、有的考核指标不太科学，同时对基层员工进行考核时，上级主观色彩浓厚，容易造成基层员工对绩效考核结果的失望。公司领导无法全面掌握基层员工真正的考核情况，在对基层员工兑现考核结果的奖惩时有失公平，进而导致员工不满。3“正合地产”公司基层员工激励机制的模型构建3.1企业基层员工需求特征基层员工处于公司的最底层，他们的需求与中层管理者和高层管理者有一定差异，主要表现在：3.1.1渴望提高收入和福利基层员工处于公司一线，普遍待遇比较低。加上，公司提供给基层员工像住房、教育培训、体育与娱乐、带薪休假等福利也很有限，是很多基层员工可望而不可及的。3.1.2渴望学习，丰富工作内容，拓宽工作范围基层员工普遍学历较低，由于受限于知识水平，他们很容易达到所谓的“彼德高地”，所以自我发展空间相对狭小。他们的特点是：工作范围和工作流程相对比较稳定，技能单一。但事实上很多基层员工对培训，对丰富工作内容和技能有很强烈的的愿望，有的员工说：企业给我最大的福利就是培训。而本研究调查的结果也证实了这一点。3.1.3渴望成长和晋升，获得社会尊重随着社会的发展，居民生活水平也相应提高了。基层员工的薪酬收入虽不算丰厚，但也能满足基本的生理需要、安全需要。根据马斯洛的需求层次理论，他们开始追求更高的社会地位和来自社会的尊重。22 江苏科技大学公共管理学院毕业论文（设计）让基层员工参与组织决策，使基层员工感到受重视，自觉地为企业发展作贡献。这是因为在企业中，基层员工处于比较尴尬的地位，其晋升空间十分狭窄，如果能够让他们参与决策，从某种程度上增强他们的自主权，这无疑对他们具有很强的激励[8]。3.2公司基层员工激励机制模型构建的原则3.2.1符合企业战略战略管理的特点是注重与企业的外部环境相适应，做到组织资源和环境的良好匹配。企业管理者应该采用SWOT分析法，掌握外部环境存在的机会和威胁，并根据企业自身的优势和劣势，制定企业战略。随着人力资源管理在管理领域中地位的不断提升，随着人力资源管理从执行层向战略层的根本转变，人力资源管理的各项方针政策应该逐渐与企业的战略相吻合。战略性人力资源管理就是以组织战略为导向，根据组织战略制定相应的人力资源管理政策、制度与管理措施，以推动组织战略实现的过程[9]。而这一战略思想也应贯彻于企业基层员工激励机制设计之中。企业应该根据组织战略制定相应的员工激励机制。例如企业现在想逐渐向学习型组织转变，培育全员学习的企业文化，提升企业员工的整体素质。因而，企业在设计基层员工激励机制时，应加强培训与开发的激励、成长激励，促进其不断学习与成长，进而实现企业战略。3.2.2按需激励原则我们经常假设所有人都受到同样的激励。但实际上我们会被各种各样的因素所激励。在调查员工的过程中应该了解什么是真正激励员工的因素，了解他们的价值观。激励他们的因素到底是经济报酬还是身份地位？是赞赏还是竞争？是工作保障还是公众认可？是完美主义还是工作结果？等等[10]。期望理论认为人们一种行为倾向的强度与这种结果对行为者的吸引力有关，员工在工作中的努力程度与他对各种激励措施的价值观相关。企业管理者应充分考虑这些因素，了解员工不同的需求，尽量向员工提供他们认为重要的回报，从而有效提高员工的工作动力，积极争取良好的工作表现。22 江苏科技大学公共管理学院毕业论文（设计）所以，设计员工激励机制应该充分考虑员工的个体需求。为此，企业人力资源部门应该采取各种方法调查基层员工的个人需求，并针对调查结果，在设计激励机制时充分考虑员工的多层次需求，不能只重视物质激励，不重视精神激励等其他激励方式。应当承认，员工的工薪固然很重要，但随着员工薪酬的增加，生活水平的提高，虽然工薪已逐渐成为吸引和保留员工的一个关键因素，但在激励员工方面的作用越来越淡化。因此，管理者应该注重对基层员工高层次需求的满足，比如提供给员工更多的个性化的培训机会，丰富员工的工作内容，提倡员工的自我评价、自我约束，满足员工社会尊重的需求等等，这样有利于从工作内容上对基层员工进行深层次的激励，从而使企业目标与个人需求最大限度的一致化，最终有利于企业改善绩效，实现可持续发展。3.2.3时效性原则强化理论认为，当人们认识到行为发生后，应该尽快采取适当的强化方法，以加强强化效果。在基层员工激励中，也应该贯彻这一时效性原则。如果不及时对基层员工进行激励，管理时就不能充分达到激励的效果，这同时也是对企业资源的一种浪费。因此，管理者必须有计划并适时地对员工进行激励，才能发挥激励的作用，提高员工在工作中的积极性，以完成企业的目标，达到企业的愿景。3.2.4合理性原则合理性原则表现在：站在企业战略的角度，建立符合企业特点的有效的激励机制。为此，首先企业管理者应采用访问法、问卷法等方法，对基层员工的需求进行深入调查，分析制定符合员工需求特点的激励机制，以使激励更有针对性；其次，应注重对企业激励制度的不断完善，推进制度能够随着内外部环境的变化而变化；最后，建立有效的激励约束机制和反馈机制，形成设计——实施——反馈——再设计的良性循环。另一方面，合理性原则表现在：建立科学的绩效考核机制，以使基层员工激励有充分依据。由于企业的资源有限，基层员工激励应适当向绩效表现好的员工倾斜，以留住企业的这些关键员工。根据亚当斯的公平理论，员工不仅会比较报酬的绝对值，还会比较报酬的相对值。如果比较结果不公平，特别是绩优者未取得其预期回报，会造成核心员工的流失。因此，企业应建立科学的绩效考核机制，根据绩效考核结果，分配员工的物质性报酬和非物质性报酬，并严格执行，确保考核结果公平公正。同时将基层员工绩效考核机制与激励机制有效结合，提高了企业管理的协调效应，促使员工不断改进绩效，实现企业和个人的共同发展。3.2.5有效反馈原则基层员工激励机制设计、实施之后，需要进行有效的反馈。为此，企业领导及相关部门负责对激励机制的效果与员工进行面对面的沟通，听取员工对激励方式、激励制度、激励过程的意见和看法，并共同制定出激励机制改进的计划。如此，激励过程中的反馈便能让管理者对激励方式进行重新审视，从而改进员工激励机制。22 江苏科技大学公共管理学院毕业论文（设计）另外需要注意的是，在激励基层员工的过程中，应该改变自上而下的命令传达，注重自下而上的员工反馈，这有助于制订更符合企业实际的科学化的激励机制，实现员工的自我管理、自我控制。3.2.6注意把握负激励的准确度在推进基层员工的激励过程中，应该准确把握负向激励标准。一方面，应该注意把握负激励的尺度。设计负激励制度时，应该避免偏差，实现制度的公正性。在企业的管理过程中，负激励措施的执行，要做到“人人平等”，要比正激励更准确适当，而它的执行难度也相应增大。如果在执行过程中，惩罚不平等，会使企业管理者的权威受损，甚至导致企业管理制度形同虚设。另一方面，应该注意把握负激励的力度。苛刻的负激励措施容易给员工造成恐慌感，抹杀员工的积极性和创造能力。太松的负激励措施起不到震慑作用，达不到激励效果，容易被员工忽视。因此负激励的运用一定要注意把握正确的“度”。3.3“正合地产”公司基层员工激励机制的模型构建3.3.1模型构建根据“正合地产”公司激励机制实际现状及其存在的不足，结合模型构建的相关原理，重新设计其激励模型（如图3）。图3“正合地产”公司基层员工激励机制模型3.3.2模型阐述22 江苏科技大学公共管理学院毕业论文（设计）通过对“正合地产”公司基层员工激励机制的分析，结合激励机制的相关理论，本研究选择了物质激励、精神激励、成长激励、负激励4个维度，恰当设计公司的激励机制。物质激励包括激励性薪酬、住房、福利等有效要素；精神激励包括：认可、尊重、沟通、信任、美好愿景、情感激励、荣誉激励、责任、成就等有效要素；成长激励包括：展现自我才能、工作成就感、工作晋升、参与决策、教育培训、职业生涯管理等有效要素；负激励包括：警告、降薪、降级、淘汰、纪律处分、经济处罚等有效要素。在激励因素中，物质激励是基础，它满足了人类最基本的需要；精神激励是保障，它表现了人们想获得社会认可，赢得他人尊重的需要；成长激励是关键，人们渴望在工作上有所成就，不断提高、发展、完善自己；负激励是补充，它和正激励一同构成了完善的激励体系。四个维度的激励因素共同作用于基层员工，从而提高了员工满意度和组织绩效，而人力资源管理者应该跟踪激励效果，对其做出分析和反馈，进而作为进一步改进激励机制的依据。在本研究构建的“正合地产”公司基层员工激励机制的模型中，提取了“正合地产”公司基层员工激励的有效因素，建立了激励过程的循环模式，完善了激励机制，从而更好地实现激励的目标，进一步调动基层员工的工作积极性。3.4模型实施中应注意的问题一方面，在激励过程中，公司不仅要注意针对不同的员工、不同的情况选择不同的激励因素，还要注意运用技巧的激励艺术，努力使激励效果最大化，最大限度地调动员工的工作积极性。另一方面，管理者应该注意运用目标激励，给员工订立中等难度的明确合理的目标，促进员工为实现目标而努力。美国心理学教授E.A.洛克在目标理论中指出，具有明确方向的目标是激励的源泉，通过设置目标能够实现对人们的激励。我们知道激励的效果主要取决于目标的清晰度和目标的难度两个因素，管理者应该订立难度适中的明确的目标，并使员工承认和接受这一目标。在这个过程中，最好能够实现目标管理，由管理者单独为员工订立目标的方式改为管理者与员工共同订立目标，激发员工自我管理、自我控制的积极性，从而更好地实现目标，促进公司和个人实现双赢。4推进“正合地产”公司基层员工有效激励机制实施的对策22 江苏科技大学公共管理学院毕业论文（设计）具体来说，在对正合地产基层员工进行激励时，管理者应该从物质激励、精神激励、成长激励、负激励4个维度，运用相应的激励方法进行激励。4.1加强物质激励的多样化物质激励方面，首先管理者应该满足员工最基本的生活需要，为其工作提供良好的条件。在物质激励维度中，公司应该为员工提供基本工资，满足他们对衣食住行的基本需要；同时为员工工作提供良好的环境，例如清新的空气等。其次公司应尽量为员工提供激励性薪酬。管理者应该建立具有竞争性的薪酬政策，激发员工工作积极性，例如：提高员工的薪酬水平，增加可变薪酬的比例。再次，管理者应该重视丰富基层员工的福利项目。前文提到该公司基层员工的福利较少，这就更加凸显了丰富福利项目的重要性。具体地，可以采取这些比较有针对性的福利政策：一是，按国家规定签订劳动合同，购买社会保险。基层员工学历相对较低，大约有三分之二的基层员工在大专或以下水平，这使得他们担心失去工作后再就业困难，因此，签订正式的劳动合同能够切实保障他们的利益，满足他们减少工作风险的需要。同时，公司应该按照国家规定，为基层员工缴纳各项社会保险，这样公司才能解决员工的后顾之忧，使其安心工作。二是，实行其他福利制度。公司应该为基层员工制定带薪休假、住房性福利等福利制度。由于房地产顾问行业的基层员工工作时间长，且经常加班，带薪休假制度能够补偿基层员工，激励他们努力工作。具体实施时，可以将员工工龄和当年业绩相结合，确定当年带薪休假的天数，一般为3-7天。基层员工薪资较低，买房存在困难，公司应该根据国家的相关政策，为员工缴纳住房公积金，尽可能为基层员工提供单位住房。4.2不断从精神方面加强激励目前，公司的激励机制单一，主要是物质激励，精神激励较为缺乏。而物质激励通常只能满足员工较低层次的需要，而高层次的需要是通过精神激励来实现。为此，公司管理者需要制定合理的精神激励措施。首先，应该展现公司的美好愿景。当前正合地产的企业愿景是“成为中国一流的房地产智力服务企业”。公司应该通过对未来愿景的描述，保留和激励员工，促使企业员工完成从劳动型员工向知识型员工的转变，最终提高企业竞争力。22 江苏科技大学公共管理学院毕业论文（设计）其次，管理者应该重视对基层员工进行情感激励。管理者需要营造一个轻松温馨的工作环境，使员工在工作中保持良好的情绪，形成管理者与基层员工同甘苦、共命运的感情。第一，管理者要信任员工，下放权力时对员工足够信任，不随意干涉员工工作。第二，管理者要尊重员工，在员工生日或节假日送上祝福，举办有意义的活动。第三，管理者要认同员工的努力，及时鼓励和表扬员工做得好的地方。第四，管理者要多与员工沟通，倾听员工的意见，鼓励员工发表见解。第五，高层管理者应该关心员工，经常前往楼盘所在地，与置业顾问进行面对面的交流。最后，管理者应对基层员工进行荣誉激励，采取各种形式的评奖评优，激励那些取得重大成就，做出突出贡献的优秀员工。公司应该每个季度都进行一次评优活动，根据绩效考评的结果，对于绩效成绩为优秀的员工，授予“季度优秀员工”的荣誉称号，通报公司并授予证书。4.3科学设计成长激励方式首先，公司应该给基层员工提供展现自我才能和自我实现的平台，让员工能够在工作中充分发挥特长，顺利甚至超额完成工作任务。同时，丰富工作内容，增加其工作中的纵向责任，评价和修正自己的工作，让部分优秀基层员工参加部分管理工作，参与决策，这能够给他巨大的工作成就感，促使其不断成长。其次，为基层员工制定完善的教育培训体系。组织提供给员工培训的机会是激励政策的一部分，这有助于新的职业技能的发展，不仅能激励员工的发展，还能提高绩效，增加组织的利润[11]。由于学历较低，经验较少，基层员工有渴望学习的需要。然而目前公司的培训机会有限，且主要针对管理者，给予基层员工的培训机会较少。因此，公司应该为基层员工制定完善的培训体系，满足基层员工的学习需要，减少不必要的人才流失，实现“双赢”。一方面，提供较高层次的专业知识培训，使员工能够系统掌握岗位的相关知识；另一方面，通过岗位轮换的手段，培养岗位多面手，如使置业顾问掌握助理顾问的相关知识，使其在推销楼盘的同时学会分析宏观房地产走向，扩大员工的工作范围，减少工作重复的单调感，促进个体能力的全面发展。最后，应该为基层员工制定职业生涯规划。在员工选择未来职业发展道路之后，根据员工的特点，经过员工和管理者的深入沟通，为员工制定系统的职业生涯规划，指明通过哪些努力在企业内部达成目标，才能得到晋升、培训教育的机会。制定硬性的职位晋升方案，根据公司总体战略规划22 江苏科技大学公共管理学院毕业论文（设计）制定公司总的晋升比例和名额，再根据部门年度发展计划及年度考核情况将晋升比例和名额分到部门。部门经理再在基层员工提出个人申请的基础上，根据其绩效考核结果，结合拟晋升职位的基本要求，提出晋升人选。由人事部和总经理批准后，确定人选。这样能够保证一定比例的基层员工通过职位发展道路得到晋升。4.4有效发挥负激励的作用由于置业顾问不在公司总部工作，工作有一定的隐蔽性，如果不加强约束，他们可能会趁机谋取私利，所以负激励对员工加强自我约束和管理是必须的。但由于负激励的性质，管的过严，很可能会束缚员工，使其无法安心工作。所以我们应该建立以下合理的负激励实施措施，使负激励正规化。一是岗位考核。根据岗位的特点拟定业绩指标，对指标未完成的员工，在绩效考评时扣除一定的分数。二是满意度考核。对客户进行满意度调查，调查不合格的员工或是受到客户投诉的员工，应该在公司提出通报批评，并进行经济处罚，给其他员工以警示。三是能力考核。对于连续三年业绩指标未完成的员工，减缓其加薪、晋升的速度。四是纪律指标。对于违反公司纪律要求的员工主要以口头警告为主，严重违纪者可以进行纪律处分，并取消本年度晋升资格。五是人才选拔任用机制。对于业绩指标连续五年不合格的员工，应该对其进行降薪、降级，直至淘汰。通过这些负激励的措施，使员工努力工作，为实现企业目标贡献自己的力量。22 江苏科技大学公共管理学院毕业论文（设计）结论面对日趋激烈的市场竞争，调动企业基层员工的工作积极性对提升企业的核心竞争力具有重要意义。通过深入调查“正合地产”公司基层员工激励机制的现状，发现其基层员工的激励机制不完善，为此，根据薪酬激励理论，本文构建了基层员工激励机制的模型，并从物质激励、精神激励、成长激励、负激励4个方面提出了实施对策，现得出以下结论：1.公司缺乏规范的激励制度作保障。企业应构建系统科学有效的激励机制。2.公司对基层员工的激励重视不够，激励方式单一。企业应具备物质激励、精神激励、成长激励、负激励相结合的基层员工激励机制模型。3.公司员工激励缺乏有效的反馈机制，因而企业必须完善激励反馈机制，提高激励的针对性、有效性。4.公司忽视负激励的作用。企业应重新构建负激励模式，并把握负激励的准确度。5.企业激励手段未能结合实际。激励的实施要充分考虑企业及其基层员工的现状。22 江苏科技大学公共管理学院毕业论文（设计）致谢在导师吴雨才副教授的启发下，怀着探究与学习的态度，我对“正合地产”公司基层员工的激励机制模型进行了研究。虽然其中有很多的不足之处，但在这里我仍然要对给予我帮助的老师与同学表示衷心的感谢。特别要感谢我的导师吴雨才副教授，在我论文写作期间，吴老师在百忙之中抽出了宝贵的时间，给与我耐心的指导。在今后的工作与学习中，我会永远铭记老师的恩情与教诲!22 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