【作者】 于珊；

【导师】 陈晓红；

【作者基本信息】 中南大学 ， 企业管理， 2008， 博士

【摘要】 设计可行激励措施,激发知识员工积极性以增强核心竞争力成为创新型中小企业目前所面临的重要问题,也是本论文研究的出发点。本文采用文献研究法、访谈法、问卷调查法以及统计分析方法,从心理契约角度来研究员工激励问题。以心理契约为分析工具,探寻创新型中小企业知识员工心理契约结构特点,根据其特点推导出可能有效的人力资源激励措施。然后从行为科学角度,研究激励措施对知识员工的激励效应,及与企业绩效的关系。最后根据研究结果提出创新型中小企业知识员工的激励体系设计。论文包括了相关文献研究,实证研究及研究结果应用。实证研究包括对创新型中小企业员工心理契约结构研究、知识员工与一般员工心理契约比较研究,及知识员工激励与绩效关系研究。实得有效样本477人和192家企业。研究结果如下:1、创新型中小企业员工与组织间的心理契约由三维结构构成。其中“组织责任”由交易、关系和发展责任构成;“员工责任”由规范、关系和发展责任构成。2、知识员工比一般员工更重视企业对员工的交易责任、发展责任,以及员工对企业的发展责任;二者在企业对员工的关系责任、员工对企业的规范责任、关系责任等重视程度上无明显差异。3、当组织交易责任未履行时,知识员工比一般员工产生更消极的留职意愿和更低水平的组织公民行为;当组织关系责任未履行时,知识员工比一般员工产生更低水平的组织公民行为。4、高薪酬水平、团队薪酬和长期激励会提高知识员工的留职意愿;企业实行能力薪酬对企业绩效有积极影响。5、组织沟通、领导沟通对企业绩效有直接的正面作用,且能提高知识员工的留职意愿,促使知识员工形成与组织发展型心理契约,进一步正面影响企业绩效;程序公平、分配公平、信息公平对企业绩效有直接正面作用,且通过影响知识员工留职意愿进一步正面影响企业绩效;高参与工作系统对企业绩效有积极作用,且通过影响知识员工形成与组织较强的发展型心理契约,进一步正面影响企业绩效。基于研究结果论文提出关于创新型中小企业知识员工激励体系的建议:建立科学合理、可操作的薪酬制度;建设“支持创新”的企业文化;完善人力资源管理,实行高参与工作系统;建立“可雇性”基础上的发展型心理契约。研究启发:积极的组织行为和管理实践能够营造良好的工作环境,它与薪酬激励策略同等重要。当企业无法很好利用财务报酬时(比如说创新型中小企业财力有限,高薪聘请有一定困难;企业没有上市,股权激励作用有限等),企业不如在非财务激励方式上下足功夫,这些方面最终可能是成功提高企业绩效更关键的因素。论文的创新点体现在研究视角、研究内容和研究方法等方面。更多还原

【Abstract】 How to design workable incentives to stimulate knowledge staffs enthusiasm, so as to enhance the core competitiveness of enterprises has become innovative SMEs’ important issues, which also is the subject of research background and starting point.This paper used literature research, interviews, questionnaires and statistical analysis to study how to motivate the knowledge staffs in innovative SMEs from the perspective of psychological contract. We first explored the structural characteristics of the psychological contract of knowledge staffs in SMEs, and derived human resources may be effective incentive interventions according to the characteristics. Then we from the perspective of behavioral science, researched incentive effect of the incentives, as well as firm performance. According to final results of the study we put forward proposals with regard to incentive system design for the innovative SMEs’ knowledge staff.The paper includes three parts: literature research, empirical research, and the application of research findings. The empirical study include research of psychological contract structure of the staffs in innovative SMEs, a comparative study on psychological contract between the knowledge workers and the general staff, and the studies on relationship between employee incentives and performance. In the study, we got an effective sample of 477 people and an effective sample of 192 enterprises. Conclusions of the study are as follows.1. The study showed that the psychological contract of the employees in innovative SMEs has the three-factor solution as the main construct. The "responsibility of the organization" includes transaction, relation, and development factors. And the "responsibility of the employees" includes norm, relation and development factors.2. Knowledge workers placed more importance on transaction and development responsibility of the organization than general staff. Knowledge workers placed more importance on development responsibility of the employees than general staff. And there is no significant difference on relational responsibility of organization, as well as the normative and relational responsibilities of the employees.3. The knowledge workers reacted more negatively ( i.e. lower intention to stay, organizational citizenship behaviors) to breaches of transactional psychological contracts than general staffs. The knowledge workers reacted more negatively ( i.e. lower organizational citizenship behaviors) to breaches of relational psychological contracts than general staffs.4. Pay level higher or compared to the similar enterprises increased the knowledge workers’ intention to stay. Competency-based pay positively influenced firm performance. Long-term incentives increased the knowledge workers’ intention to stay.5. Organization communications and lead communications not only positively influenced firm performance, and improved the intention to stay of knowledge workers, and formed the development psychological contract between organizations and knowledge workers. Through these middle variables communications influenced firm performance indirectly. Organizational procedural justice, distributive justice and informational justice not only positively influenced firm performance, and through improving the intention to stay of knowledge workers influenced firm performance indirectly. High-involvment work system not only positively influenced firm performance, and through forming the development psychological contract between organizations and knowledge workers influenced firm performance indirectly.Based on the results of our research innovative SMEs incentive system for knowledge workers proposed. The suggestions are to establish scientific and workable compensation system, build innovation supporting organizational culture, improve human resources management, take high-involved work system, and to form development psychological contract based "employable" with knowledge workers.The study indicated that pleasant, mutually respectful work environment has become more and more important to the knowledge workers. When companies can not make good use of financial rewards (For example, innovative SMEs will be difficult to pay much money with limited financial resources, equity incentive is limited for enterprises not listed and so on.), non-financial incentives are the better choices for innovative SMEs, for the non-financial incentives will not be subject to the availability of budgetary or be constrained by the boss. Of course, it requires managers to spend more time and energy. However, these may be more critical factors for the innovative SMEs to improve performance.There are some innovation in respects of research perspective, mechods and content of this paper.更多还原