摘要
越来越多的制造企业I:在转变为某种意义上的服务企业,这种服务型制造企业不同
于现代服务业也有异于以前的制造业,这种转型如何体现在企业管理是本文的研究出发
点。本文以上海奥的斯公司为研究对象,探讨一个传统的制造企业在向服务型制造企业
转型的过程中,如何将管理模式和资源配置从传统主要业务有效切换到与盈利模式相符
合的服务部门和相关员工,以激发他们的工作热情,提高其工作绩效。笔者基于双因素
理论,以及从员工满意度和工作绩效之间的关系入手,分别研究了员工满意度和不满意
度对任务绩效和周边绩效的影响;论文还检验了员工的人口统计特征差异在满意度和工
作绩效上的不同表现。本文介绍了研究对象的发展过程、欧亿·体育（中国）有限公司特征以及向现代服务性制
造业转变的趋势。然后在回顾相关文献基础上提出了研究假设,并对上海奥的斯公司的
电梯维修保养部门的员工进行了问卷调查。最后,利用SPSS等数据分析工具检验和讨
论了研究假设。
通过研究,我们发现,保健因素的缺失致使员工产生不满意程度,从而降低了员工
的工作绩效;而激励因素的缺失虽然也降低了员工的满意程度,但不足以对员工绩效产
影响。其次,在员工人口特征上,只有工作年限对满意程度、不满意程度、任务绩效
和周边绩效有显著的影响,并且工作年限越长,相关指标越差。
基于上述研究结论,我们认为,在目前阶段,以提供更好的保健因素,尤其是提高
薪水作为降低员工不满意程度的主要手段。其次,对工作年限长的员工要设立特殊的工
作内容,如辅导年轻员工的教练制度,和加强对企业文化的宣传和灌输等,以表彰其对
公司的忠诚并进行适当的精神及物质奖励。
关键词:员工满意度,工作绩效,服务型制造企业
Abstract
Traditional manufacturing industries are being transformed into a sense of service
enterprises. This service-oriented manufacturing enterprise is different from the pure service
industry and also different from the traditional manufacturing industry. How this transition is
reflected in the human resource management is the starting point of this paper.
This paper takes Shanghai OTIS Company as the object of study. It means to research
how a company as a traditional manufacturing enterprise learns to grasp the change of
switching management policies and resources to the most profitable department and its staff,
maximizing their working enthusiasm to improve their job performance. Basing on the
two-factor motivation theory, as well as the relationship between employee satisfaction and
job performance, this paper explores influence of satisfaction and dissatisfaction on task
performance and surrounding performance. Democracies of employees' influences on
satisfaction and performance are also discussed. This article describes the development of the
focus company, characteristic of the industry it belongs, and the trend of switching into a
service sector. Hypotheses are developed according to relevant literature, and survey is
conducted among elevator maintenance department staff. Conclusions are drawn by analysis
by SPSS.
It shows that a lack of health factors will cause the staff feeling dissatisfaction,which will
reduce their performance. Although lack of incentives leads to lower satisfaction, this does
not reduce performance. Secondly, the characteristics of employees' age, qualifications,wage
levels and working grade showed no significance in the satisfaction and performance. But
work experience, the year they have spent in this company, shows a strong negative
significance on both satisfaction and performance.
Based on the above research findings, we suggest that, the company should give priority
to provision of health care factors at this stage,especially to raise salaries as the primary
means to reduce employee dissatisfaction. Secondly, we surges assigning special work to
senior employees such as counseling younger employees in a coach system, which can
strengthen the propaganda and indoctrination of the corporate culture. This also justifies
appropriate material rewards for being loyalty and coaching new workers to the company.
Keywords: Service-oriented manufacturing, employee satisfaction, job performance