摘要
员工激励机制是当代企业制度的重要组成部分，科学的激励机制可以有效激发
员工工作的积极性和创造性，勉励员工们向着公司的目标共同努力。在知识经济时
代，知识型人才是企业极其宝贵的财富，也是企业在市场竞争中赖以生存与发展的
关键。企业的核心竞争力的积累在于教师团队的培育，对培训教师的激励方式是否
得当，力度是否足够，将直接影响到培训企业的存亡。本文在探讨激励理论的基础
上，探索适合民营语言类培训企业的人力资源管理有效激励机制，将前沿的激励理
论和服务企业成长理论与当下中小规模民营经济的现状、发展特点相结合，对 J 培
训公司的员工激励机制进行改善，使激励制度与公司的长足发展不相违背

本文首先剖析 J 企业的发展历程，调查研究了民营培训企业知识型员工的需求
特征和企业人力资源结构，论述了企业现有的激励措施所存在的问题。通过理论分
析和问卷调查确定一条兼顾物质激励和精神激励的“以人为本”的激励方案，强调
收入分配的公平原则。为促进 J 培训扩大企业规模，实现企业转型升级，从理论上
提出改变激励的重点，突出培训企业内生竞争力，把公司的宗旨从进军市场转变为
改善培训质量，把重点激励对象从市场营销团队转变为教师队伍，有针对性地建立
一套体现培训企业核心价值的，实现企业和员工双赢的员工激励方案

在改善员工的考核方法，完善考核指标体系的同时，通过激励方案的设计，旨
在减少 J 培训企业的教师资源流失，重视教师队伍的培养以稳固企业的内生资源，
提高企业在市场的内生竞争力

关键词：培训公司 知识型员工 员工激励Abstract
Employee motivation mechanism is an important part of modern enterprise
management, motivating properly can boost employees work creatively and positively,
and encourage both sides will accomplish the common goal of the organization. In
Knowledge economy, knowledge-oriented talents are precious to enterprise, and core to
to competition in the market. Teachers are especially important to a training enterprise,
and is of vital importance to the sustainable development and survival of the enterprise.
Based on theories of motivating employees, we research on the proper motivating type
towards employees of non-public language training enterprise,in order to find the best
way to suit “J” training corporation for its long-term development, considering the traits
and current situation of small-scale non-public training enterprise.
We at first analyzed the development history of “J” corporation, and then the
demand of knowledge-oriented employees, and at last structure of human resources of a
non-public training corporation, to summarize the problems the incentive mechanism
may have to the corporation. Based upon comparative analysis and questionnaire survey,
we design a motivating project that provides both material and spiritual incentives to
employees,and moreover makes the plan human-orientated and takes the principle of
fairness into account. In order to promote the transformation and upgrading of “J”
corporation, and highlight the growing importance of endogenous competitiveness
instead of exogenous competitiveness. Change the corporation main objective to
improving the training quality endogenously from capturing market resources from
exogenous side, aiming at designing a brand-new incentive mechanism that reflects the
core value of a training enterprise and create a win-win outcome, to both the enterprise
and employees.
Meanwhile, improve and perfect the assessment system of employee performance,
we force on diminish the outflow of talent, especially teachers from “J” corporation, and
help them to attach importance to the stability of endogenous advantages, teachers, by
which the gains of enterprise’s endogenous competitiveness are rely on.
Key words: training enterprise, knowledge-oriented talent, motivation of employees目 录
摘要...........I
Abstract........II
第 1 章 引言..........1
1.1 选题背景及意义.....1
1.1.1 选题背景.......1
1.1.2 研究意义.......1
1.2 文献综述.....2
1.2.1 国外研究现状...........2
1.2.2 国内研究现状...........3
1.3 研究的思路、方法与内容.5
1.3.1 研究思路与方法.......5
1.3.2 研究内容.......5
第 2 章 相关理论基础........7
2.1 激励的内涵.7
2.1.1 基本概念.......7
2.1.2 激励的内涵...8
2.2 经典的激励理论.....9
2.2.1 过程型激励理论.......9
2.2.2 内容型激励理论.....10
2.2.3 行为修正型激励理论.........11
2.2.4 综合型激励理论.....12
2.3 培训企业成长的相关理论...........13
2.3.1 培训企业的特点.....13
2.3.2 培训企业内生性成长理论.13
第 3 章 J 公司员工激励现状分析...........15
3.1 J 公司的基本情况15
3.1.1 J 公司简介..15
3.1.2 J 公司组织与人力资源结构情况..16
3.1.3 公司的运营模式.....18
3.1.4 公司发展存在的问题........19
3.2 J 公司现行的员工激励方式........20
3.3 考核机制..213.4 J 公司员工激励机制调查研究....21
3.4.1 问卷调查的设计.....21
3.4.2 调查的方法.22
3.4.3 调查的结果.......
。。。以上简介无排版格式，详细内容请下载查看