《知识型员工激励因素研究-基于心理契约视角》由会员分享，可在线阅读，更多相关《知识型员工激励因素研究-基于心理契约视角（75页珍藏版）》请在金锄头文库上搜索。
1、 I 摘摘 要要 随着知识经济时代的到来， 知识型员工成为企业的核心人力资本和企业管理 的重要对象。但是，知识型员工是具有个性化、创新精神、自主性强、流动性大、 成就欲望强等特点的新型工作群体， 如何激励知识型员工给目前企业的人力资源 管理工作带来了严峻挑战。 知识经济的来临使得知识成为了企业发展的核心要素，彼得德鲁克指出， 知识工作者的生产力发展将成为对人员管理的中心议题和 21 世纪对管理的最大 挑战。知识产业在产业结构中的比重日益增大，产业结构也发生根本性的变化， 人力资本已经不在是传统意义上的劳动力， 已经被具有现代科学技术知识的知识 型员工取代，也就是说，现代企业的竞争、知识的创造、
2、利用与增值、都要依靠 知识的载体知识型员工来实现。所以说，最大限度的提高知识型员工的生产 力是一个重大课题。而要提高知识型员工的生产力，激励是关键。 知识型员工是具有个性化、创新精神、自主性强、流动性大、成就欲望强等 特点的新型工作群体，与传统管理激励模式不同，知识经济对于这一群体的激励 赋予新的内容。雇佣合约（劳动合同）及其隐含的外在激励对激发知识型员工的 热情和创造力方面很难起到理想的效果。 这就需要在组织和员工之间建立一种心 理契约，在组织和员工的关系中，除了正式的雇佣契约规定的内容外，还存在着 “隐含的、非正式的、未公开说明的相互期望，这是一种心理上的契约” （谢恩， 1965）心理契
3、约是联结员工和组织的心理纽带，影响着员工的行为、工作态度、 工作绩效、满意度及流动率。近几十年来，心理契约理论成为了组织行为学领域 研究的新热点。但研究对象一般局限于一般雇员和组织之间的心理契约，缺乏对 组织核心人才，尤其是知识型员工的心理契约的深入研究。 事实上，要吸引和激励知识型员工，培养员工的忠诚度，最基本的条件就是 要认识和了解知识型员工了解他们对企业的期望和要求， 使知识型员工拥有 的权利和得到的回报与他们承担的责任和应尽的义务充分对等， 更好地发挥他们 的积极性。知识型员工比较关注较高层次的需要，包括员工的兴趣、职业生涯发 展、个人成长等，而这些需要正是心理契约的核心内容。因此，心
4、理契约理论的 引入，对从心理、情感和关系层面来发展组织承诺，培育员工忠诚度，激励知识 II 型员工的工作积极性有着特殊的意义。 知识型员工是企业的核心人力资源也是各大企业争夺的对象， 知识型员工与 心理契约本身的特征的复合决定了对知识型员工的激励应该重视心理契约。 因此 本文在对心理契约理论、知识型员工激励理论、知识型员工激励的研究等相关文 献综述的基础上，结合我国目前知识型员工的激励现状及实证研究结果，以心理 契约理论为基础分析影响知识型员工激励的因素。通过问卷调查的形式，具体分 析影响知识型员工激励的因素。 本文采取了心理契约和知识型员工的激励相结合 的形式进行研究， 为现代企业从心里和情
5、感角度探索知识型员工激励的有效方式 提供了新思路。 本文从最基本的激励理论和心理契约理论出发,结合知识型员工的特点与需 求,分析知识型员工的激励现状,通过问卷调查的实证方法取得第一手资料,采用 因子分析法和模糊综合评判法对问卷数据进行统计与分析,得到心理契约视角下 知识型员工的激励需求因素及激励满意现状,得到如下结论： 在对知识型员工的激励需求因素的调查中发现,物质激励仍是首要因素，这 与国外的知识型员工对激励因素的需求有很大区别；不同性别、不同学历水平、 不同工作类型的知识型员工对激励因素的需求也不尽相同； 知识型员工对激励现 状的满意度水平不高,尤其是在薪酬福利与职业生涯规划方面,满意度水
6、平很低。 关键词关键词: : 心理契约；知识型员工；激励因素 III Abstract With knowledge economy coming,the konwledge workers have become company,s core human capital and the key and the important management object. However, konledge workers are new work group that possess special character such as individuation,creative spirit,
7、 strong dense of independence, liquidity and accomplishment desire. The approaching of knowledge economy makes knowledge become the core factor of enterprise development. Peter Drucker once pointed out, the productivity development of knowledge workers would be the central issue of employee manageme
8、nt and the biggest challenge of management in the 21st century. Knowledge industry will account for a greater proportion in the industry structure, resulting in the fundamental change of the industry structure. Human capital is no longer labor force in the traditional sense, being replaced by knowle
9、dge workers with modern scientific and technological knowledge. In other words, the competition of modern enterprises and the creation, utilization and value-adding of knowledge are both achieved by knowledge workers. Therefore, the maximization of developing knowledge workers productivity becomes a
10、 major issue, whose key is stimulation. Knowledge workers are characterized by individualism, innovation spirit, strong autonomy, mobility and strong desire of success, which is different from the traditional stimulation models. Employment contracts and its underlying stimulation are difficult to ac
11、t perfectly in stimulating knowledge workers enthusiasm and creativity. This requires the construction of psychological contracts between organizations and employees. In the relations of organizations and employees, there exists “implicit, informal, and not open mutual expectations, which is a psych
12、ological contract” (Schein, 1965). A psychological contract is a psychological bond combining employees and an organization, which has an impact on employees behavior, attitude, performance, satisfaction and turnover rate. In the recent several decades, psychological contracts have become the new ho
13、t issue in the field of organizational behavior. However, the research object is usually restricted to the psychological contract between employees and the organization and lacks the deep research into the core talents of the organization, especially the psychological contract of the knowledge worke
14、rs. IV In fact, the basic condition to motive konledge workers and cultivate their loyalty is to understand konledge workers, to understand what they want and require to the company, and understand their work value. By doing it, it can make konledge workers, duty and obligation equal to their right
15、and return, and make them to bring their enthusiasm into play. Konledge workers pay more attention on high-level needs, which include employees, interest, career plan,individual growing, and these needs are core subjects that Psychological Contract includes. As a result, the introduction of Psycholo
16、gical Contract Theory will have special signification to develop organization promises, cultivate their loyalty and motive their enthusiasm from the point of view of psychology, sensibility and relationship. This papers takes the incentive factors and the motivation situation of the konledge workers based on the Psychological Contract as the main study object.This study began from the learning of psychological contract and the motivation theories,according to the characteristics an
