目前市场上主要存在两种外包模式，一种是项目外包，即企业将某个项目的执行或
管理责任转由第三方来完成；另一种是人力外包，即企业从第三方购买人力资源为
其服务。其中人力外包在银行等金融欧亿·体育（中国）有限公司的应用更为广泛。随着“互联网+金融”
概念深入人心，传统商业银欧亿·体育（中国）有限公司面临来自国内外同欧亿·体育（中国）有限公司及互联网企业的竞争压力，
使得银行必须不断完善经营管理才能在激烈的市场竞争中生存下来，其中降低成本
是重要的手段之一。人力外包作为一种新型的用工形式，将劳动力的雇佣与使用相
分离，在一定程度上满足了银行对人力资源配置的需求，极大地降低了人力成本

但由于人力外包这种用工模式的特殊性，相较于银行的正式员工，外包人员的管理
难度更大，人员激励也存在着许多问题

本文以 Y 银行软件测试外包人员为样本，采取派发问卷及访谈的形式，对测试
外包人员激励及满意度情况展开调查。通过对调查结果进行整理与分析后发现，虽
然 Y 银行前期对测试外包人员的激励也进行过设计与思考，尝试通过激励提升外包
人员的满意度和工作积极性，但整体效果并不理想。目前，Y 银行软件测试外包人
员激励存在的主要问题有薪酬福利不理想，职业发展不明朗，归属认同不强烈等三
方面。Y 银行作为用人单位，缺乏对薪酬福利的重视，忽视对职业发展的规划以及
缺少对外包人员的尊重是影响激励效果的主要原因。笔者在人力资源理论的基础
上，广泛查阅人力外包系统文献，结合自己多年的外包管理工作经验，将理论与实
际相结合，并有针对性地提出适合本企业发展的外包人员激励优化举措及实施保
障，希望为管理过程中的难题找到有效的依据，并能在一定程度上推动单位外包人
员激励制度的不断完善，提升外包人员的工作积极性和稳定性

本篇论文的创新之处在于，以往关于外包人员激励的研究通常是从雇佣方的角
度出发的，而笔者另辟蹊径，从外包人员的使用方的角度着手，选题较为新颖。同
时，笔者利用工作中的便利，一方面与外包服务商管理者及外包人员均进行了充分
的沟通，收集到的素材丰富且真实；另一方面，作为行方外包人员管理者，更易对
文中提到的激励措施加以运用，并对效果进行检验

关键词：外包人员；激励；优化Y 银行软件测试外包人员激励优化研究ABSTRACT
Outsourcing is a strategic model that refers to the use of external resources to
provide production and operation services within the enterprise. At present, there are two
main types of outsourcing modes in the market. One is the project outsourcing, namely,
the enterprise will transfer the execution or management responsibility of a project to a
third party. Another is human outsourcing, where companies buy human resources from
third parties to serve them. Among them, human outsourcing is more widely used in
banking and other financial industries. With Internet + financial concept is deeply
rooted in the hearts of the people, the traditional commercial Banks face pressure of
competition from home and abroad and the Internet industry enterprises, makes the
Banks have to constantly improve the operation and management to survive in the fierce
market competition, the cost reduction is one of the important means. Hr outsourcing as a
new form of employment, the labor employment and the use of phase separation, to a
certain extent to meet the needs of the allocation of human resources bank, greatly reduce
the manpower cost. However, due to the particularity of the labor mode of labor
outsourcing, the management of outsourcing personnel is more difficult than the formal
staff of the bank, and there are many problems in personnel motivation.
Based on the sample of software test outsourcing personnel of bank Y, this paper
carried out questionnaires and interviews to investigate the incentive and satisfaction of
outsourcing personnel. Through sorts through the results of the survey and analysis found
that although the early Y bank outsourcing staff incentives of the test are carried out
design and thinking, try to through incentives improve outsourcing staff satisfaction and
motivation, but the overall effect is not ideal. At present, the main problems in the
incentives of the software test outsourcing personnel of Y bank are the lack of salary and
welfare, the uncertainty of career development and the lack of identification of belonging.
Bank Y, as a unit of employment, lacks the importance of salary and welfare, ignoring the
planning of career development and the lack of respect for outsourcing personnel, which
is the main reason to influence the incentive effect. The author based on the theory of
human resources, extensive manpower outsourcing system documents, according to
many years experience of outsourcing management, combining theory with practice, and
puts forward the suitable for the development of the enterprise outsourcing staff incentive
optimized measures and implementation guarantee, hope to find effective to the problemsABSTRACTin the process of management, and to a certain extent, the continuous improvement of the
drive unit outsourcing staff incentive system, improve outsourcing staff&39;s work
enthusiasm and stability.
The innovation of this paper is that in the past research on outsourcing staff
incentive is often from the perspective of the employer, and a different approach to the
author, from the perspective of the use of outsourcing staff party, selected topic is
relatively new. At the same time, the author USES the convenience in the work, on the
one hand, with the outsourcing service provider managers and the outsourcing personnel
have conducted the full communication, the collection of the material rich and real; On
the other hand, as the manager of the package personnel, it is easier to apply the incentive
measures mentioned in the article and verify the effect, which has certain practical
significance.
KEYWORDS: outsourcing personnel; incentives; optimizeY 银行软件测试外包人员激励优化研究
目 录
第一章 绪论....1
第一节 选题背景与研究意义....1
一、选题背景.....1
二、研究意义.....2
第二节 国内外研究现状3
一、国外研究综述.........3
二、国内研究综述.........4
第三节 研究内容与思路5
第四节 研究方法5
第二章 员工激励的相关理论6
第一节 员工激励的基本概念......6
一、激励的概念.6
二、激励的作用.7
三、影响激励的重要因素.........7
第二节 员工激励的基本理论....8
一、目标型激励理论.....8
二、过程型激励理论...10
三、结果型激励理论...10
第三节 企业激励的三大表现形式...... 11
一
。。。以上简介无排版格式，详细内容请下载查看