亿林网络公司知识型员工激励问题与对策研究.docVIP

亿林网络公司知识型员工激励问题与对策研究.doc

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亿林网络公司知识型员工激励问题与对策研究 摘 要 随着知识经济的到来,知识型员工成为企业的主体。企业的价值和竞争力是由掌握知识的员工所创造的,企业内一切创新活动的开展,资源的合理配置,核心竞争力的形成,都需要他们来完成。知识型员工在企业中的作用越来越重要,成为企业价值的重要组成部分,对知识型员工的有效激励也就成了现代人力资源管理的核心。因此如何激励他们,让他们为企业的发展贡献出自己的潜力这个问题十分重要。 本文运用调查问卷以及访谈的方式分析公司激励方面存在的问题,并运用激励理论的基础上分析了知识型员工的具体激励方法,从薪酬和其他方式的角度对知识型员工的激励方法做了初步的探索和分析 Research of Knowledge Employees Incentive Problems and Countermeasures Yilin Network Company Abstract With the advent of knowledge economy, knowledge workers become the main body of enterprise. The enterprise value and competitiveness is created by knowledge workers within the enterprise, all the innovation activities, the rational allocation of resources, to form the core competitiveness, they need them to complete. The knowledge staff is more and more important role in enterprises, and become an important part of the enterprise value, effective incentive of knowledge workers has become the core of modern human resources management. So how to motivate them, let them for enterprises to contribute to the development of their potential is very important. Through the questionnaire and interviews are analyzed incentive problems, and the use of motivation theory on the analysis of the specific incentive of knowledge workers, the exploration and preliminary analysis of the excitation of knowledge worker from the salary and other forms of point of view, we propose some incentive of knowledge workers the. This is to improve the knowledge staff work efficiency, improve enterprise management level and it is significant to strengthen the enterprise market competition ability. In this paper, according to find the problem - Analysis - to solve the problem of thinking study. This paper solves the problems of knowledge workers motivation, for example: employee compensation system, lack of training plan, no less funding employee development space is small, the enterprise culture is not perfect and so on. Combined with the actual situation of enterprises, analysis of the lack of incentive

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