目 录
1 引言 .......1
1.1 研究背景及意义 1
1.1.1 研究背景 .1
1.1.2 研究意义 .2
1.2 研究思路和方法 2
2 基本理论与相关研究文献综述 ...........5
2.1 基本概念 5
2.1.1 员工 .........5
2.1.2 青年员工 .5
2.1.3 国内外关于青年的概念和特征归纳 .....5
2.2 组织承诺相关理论 ........6
2.3 激励理论 8
2.3.1 需求层次理论 .....8
2.3.2 双因素理论 .........9
2.3.3 公平理论 .9
2.3.4 强化理论 ...........10
2.3.5 期望理论 ...........10
2.4 相关研究文献综述 ......11
3 DK 集团公司青年员工组织承诺现状调研 ...13
3.1 DK 集团公司概况及青年员工构成特点 ........13
3.1.1 公司概况 ...........13
3.1.2 青年员工构成特点 .......15
3.2 公司青年员工组织承诺状况的调查 ..16
3.2.1 调查准备和实施 ...........17
3.2.2 调查结果 ...........18
3.2.3 调查结果的相关分析 ...22
4 基于激励机制的组织承诺提升方案 .26
4.1 组织承诺提升的原则与思路 ..26
4.2 组织承诺提升的模型构建与具体措施 ..........27
4.2.1 组织承诺提升模型 .......27
4.2.2 组织承诺提升的运行模式 .......29
4.2.3 具体措施 ...........29II
5 结语 .....35
参考文献.36
致 谢.....40III
Contents
The first chapter Introduction ··1
1.1 Research background and significance··1
1.1.1 Research background ··1
1.1.2 Research significance··2
1.2 Research ideas and methods ··3
The second chapter The basic theory and related research literature review·5
2.1 The basic concepts ·5
2.1.1 The employee ··5
2.1.2 The young employees ·5
2.1.3 The concept and characteristics of youth at home and abroad5
2.2 Theory of Organizational commitment··6
2.3 Theory of Incentive 8
2.3.1 Maslow's hierarchy of needs theory 8
2.3.2 Two factor theory 9
2.3.3 Equity theory9
2.3.4 Reinforcement theory··10
2.3.5 Expectation theory ··10
2.4 Literature review of related research ·11
The third chapter Research on the organizational commitment of the young
employees of DK group company ·13
3.1 DK group profiles and characteristics of young employees Company profile
··13
3.1.1 Company profile··13
3.1.2 Characteristics of young employees 15
3.2 Investigation on the status of organizational commitment of young employees in
the company 16
3.2.1 Preparation and Implementation of survey ··17
3.2.2 Survey results ··18
3.2.3 Correlation analysis of survey results ·22
The fourth chapter The promotion scheme of organizational commitment based on
incentive mechanism ··26
4.1 Principles and ideas of organizational commitment··26IV
4.2 The model construction and concrete measures for the promotion of
organizational commitment··27
4.2.1 Organizational commitment model·27
4.2.2 Operational mode of organizational commitment promotion 29
4.2.3 The concrete measures 29
The fifth chapter Conclusion·35
Reference··36
Thanks ··401
摘 要
在人本管理时代，如何处理好组织与员工的关系是人力资源管理的重要内容
之一。组织承诺作为表述员工对组织忠诚程度的概念，代表着员工对组织的信任、
依赖和认同，任何组织都有必要在提升组织承诺方面做出思考和努力。青年是整
个社会力量中最积极、最有生气和活力的一部分人群，是组织的希望，影响着组
织的未来发展。DK 集团公司作为某省地勘单位下属企业，在近 30 年的发展过程中
发展壮大，成绩斐然，面对欧亿·体育（中国）有限公司整体人才流失和工作环境艰苦等不利因素，公司
加强了青年人才引进和优秀青年员工培养，但青年骨干流失依然严重，充分反映
了其组织承诺不高的现状

相对而言，以“80 后”、“90 后”为代表的青年员工们拥有较强的个性，以
及更好的学习能力和创造性，但同时具有集体意识较弱、忠诚度低、离职率高等
特征。本文以 DK 集团公司为研究对象，通过问卷调查和访谈等方式，找出企业青
年员工组织承诺不足的原因，并结合欧亿·体育（中国）有限公司特点，基于激励机制，根据青年员工的
群体特征和现实需求，提出了有针对性的组织承诺提升方案

参照五因素组织承诺模型，DK 集团公司青年员工的激励机制构建从感情承诺、
理想承诺、经济承诺、规范承诺、机会承诺这五方面展开。经济承诺方面，主要
是通过提升绩效工资比例的方式；理想承诺方面，主要通过加大培训力度、实行
“师徒制”培养模式、开展职业技能大赛、内部轮岗等方式来实现；感情承诺方
面，主要通过归属激励、荣誉激励和苦难激励进行；规范承诺方面，主要是通过
树立规范承诺高的样本和可参照的模范标杆，进一步增强工作责任意识。总之，
通过有针对性的激励，增强青年员工在组织承诺方面的感知，提高他们的离职成
本，可以让他们愿意和组织共成长，实现组织和青年职工的双赢

关键词：人力资源；组织承诺；青年员工；问卷分析；员工激励。2
ABSTRACT
In the era of humanistic management, how to deal with the relationship between
organization and employees is one of the important content of human resource
managementanizational commitment as the concept of degree of staff loyalty to
organization, represents the employees on organizational trust, dependence and identity.
It is necessary for any organization in thinking and efforts to improve organizational
commitment. Youth is the most active and the most active part of the whole social
forces. It is the hope of the organization, which will affect the future development of the
organization. DK group company as a provincial geological prospecting units
subordinate enterprises, in the nearly 30 years of development in the process of
development and growth, achievement strikings, facing the industry overall loss of
talented people and working environment hard and other unfavorable factors, the
company strengthen the cultivation of young talents and outstanding young employees,
but young backbone loss is still serious, fully reflects the status of the organizational
commitment is not high.
Relatively speaking, 80, 90 after as the representative of the young employees
has a stronger personality, with better learning ability and creativity, but at the same
time with poor discipline, low loyalty, turnover rate higher characteristic. The DK group
company as the research object, through questionnaires and interviews, find out young
employees' organizational commitment the lack of reason, and combined with the
characteristics of industry, based on incentive mechanism, according to the population
characteristic of young employees and the realistic demand, put forward the
improvement scheme for the organizational commitment.
Referring to the organizational commitment model of five factors, the incentive
mechanism of DK group company is constructed from five aspects: affective
commitment, ideal commitment, economic commitment, normative commitment and
opportunity commitment. Economic commitments, mainly as a way to merit pay scale
through ascension; Ideal commitments, mainly through strengthening training, practice
the mentoring training mode, to carry out vocational skills contest, and internal
rotational ways; Affective commitment, mainly through ownership incentive, honor and
suffering incentives; Normative commitment, mainly through establishing normative
commitment high sample and reference model, benchmarking further enhance the work
sense of responsibility.In short, through targeted incentives to enhance the perception of3
young employees in terms of organizational commitment, improve their turnover costs,
so that they are willing to grow with the organization, to achieve a win-win organization
and young workers.
Key words: Human resource; Organizational commitment; Young employees;
Questionnaire analysis; Employee motivation.1 引言1 引言
1.1 研究背景及意义
1.1.1 研究背景
地质工作是国民经济中的基础性、先行性工作。地勘欧亿·体育（中国）有限公司是地质矿产勘查开
发欧亿·体育（中国）有限公司的简称，是我国地质工作的重要组成部分，是保障国家经济安全、促进工
业转型升级、提升国家综合实力的重要基础产业，在国民经济中占据重要地位

在我国由计划经济向市场经济转轨的 20 世纪 80 年代，受制于市场整体低迷
等客观因素的影响，许多地勘单位发展举步维艰，在上级主管部门提出发展多种
经营产业的号召后，各省地勘单位纷纷创办企业，走上多元化、市场化的道路

在计划经济体系中，地勘单位工作主要是围绕地质勘探、开发工作展开的，