知识型员工的全面认可激励研究:基于4家科研院所的问卷调查
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1.中国社会科学院 工业经济研究所;2.北京航天控制仪器研究所;3.航天时代飞鸿技术有限公司

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F270

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国家社会科学基金重点项目“面向世界一流的国有经济‘五力’评价与提升研究”(20AGL003);中国社会科学院登峰战略企业管理优势学科建设项目。


Research on Total Recognition Rewards of Knowledge Staff: Based on a Questionnaire Survey in Four Research Institutes
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Affiliation:

1.Institute of Industrial Economics, Chinese Academy of Social Sciences;2.Beijing Institute of Aerospace Control Devices;3.Aerospace Era Feihong Technology Co., Ltd.

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    摘要:

    为有效激励知识型员工,基于激励理论和实践发展,构建了“薪酬激励-工作认可-个人成长”三位一体的全面认可激励理论模型,并对北京市4家科研院所的216名知识型员工开展问卷调查。结果表明:知识型员工对全面认可激励实施现状整体认同度不高,其中对工作认可的认同度相对较高,对薪酬激励和个人成长的认同度相对较低。知识型员工全面认可激励的问题主要表现在三个方面:一是薪酬与业绩不匹配,在行业内缺乏竞争力;二是绩效考核科学性不足,员工决策参与度不高,上下级情感沟通不畅;三是培训效果不理想,晋升机制不完善,荣誉激励不充分。为进一步优化知识型员工激励机制,提出以下对策建议:一是建立以价值贡献为核心的薪酬体系,开展对标管理来增强竞争力和创新力;二是完善绩效考核体系,健全沟通反馈机制,重视员工情感激励;三是制定体系化培训体系,规范晋升标准和流程,强化荣誉激励机制。

    Abstract:

    In order to incentive the knowledge staff effectively, it constructs a total recognition rewards theoretical model of “compensation incentive - work recognition - personal growth” based on the development of incentive theory and practice, and conducts a questionnaire survey on 216 knowledge staff of four research institutes in Beijing. The results show that: knowledge staff have an overall low evaluation of the implementation status of total recognition rewards, among which they have a relatively high evaluation of work recognition, and a relatively low evaluation of compensation incentive and personal growth. The problems of total recognition rewards of knowledge staff are manifested in three aspects: firstly, the compensation does not match the performance, and lacks competitiveness in the industry; secondly, the performance appraisal is not scientific, the employees'' participation in decision-making is not enough, and the emotional communication between superiors and subordinates is not smooth; thirdly, the training effect is not ideal, the promotion mechanism is not perfect, and the honor incentive is not sufficient. In order to further optimize the incentive mechanism of knowledge staff, it proposes the following suggestions: the first is to establish a compensation system centered on value contribution, and carry out benchmarking management to enhance competitiveness and innovation capability; the second is to improve the performance appraisal system, strengthen the communication and feedback mechanism, and pay more attention to the emotional motivation; the third is to formulate a systematic training system, standardize promotion standards and procedures, and intensify the honor incentive mechanism.

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王欣,张文静.知识型员工的全面认可激励研究:基于4家科研院所的问卷调查[J].技术经济,2023,42(10):14-25.

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历史
  • 收稿日期:2023-04-06
  • 最后修改日期:2023-10-17
  • 录用日期:2023-08-23
  • 在线发布日期: 2023-11-02
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