随着时代的发展，越来越多的 80 后、90 后人群走出校园，进入社会，成为现 代企业的新生力量，这部分人群我们称之为“新生代员工”。他们有着完全不同于 老员工的特质和价值观，他们更崇尚个性、善于表现自己、勇于创新、渴望得到 上级领导的认可。不仅仅局限于对物质奖励的渴求，他们的企业归属感、责任心 和奉献精神相对于老员工来说存在着不足。以笔者所处的建筑类国有企业为例， 新生代员工的这些特质导致人力资源的稳定性存在着较大差异。如何调动他们的 工作积极性、增强他们的企业归属感、如何有效提高已逐步成为企业中坚力量的 新生代员工的人力资本价值值得我们去认真研究。 本文选取 DQ 局 85 后员工作为主要研究对象。以经典激励理论中的“需求层 次理论”（阿伯拉罕·马斯洛）、“双因素理论”（弗雷德里克·赫茨伯格）、“期望 理论”（维克托·弗鲁姆）、“公平理论”（约翰·斯塔希·亚当斯）为理论依据。 采用专题问卷调查和集中访谈的方式对 DQ 局现行薪酬激励方案进行分析，找出激 励方案中存在的不足和问题。重点从薪酬激励和精神激励方面进行分析。在薪酬 激励方面，问题集中体现在薪酬分配上，国有企业的性质决定了薪酬根据职务和 职称级别确定，其薪酬模式及奖金分配方式有着“大锅饭”的特点。新生代员工 在工作初期职务和职称晋升困难，薪酬收入期望值几乎没有效用，薪酬激励的导 向作用难以体现。国有企业存在的隐形福利通常比较远期，未根据新生代员工的 特点建立具有针对性的薪酬激励策略。在精神激励方面，国有企业领导严格的管 理风格使得新生代员工在工作中很难得到上级领导的表扬和认可，导致他们工作 缺乏主动性、缺少自信。加上国有企业职务晋升通道单一，绝大多数新生代员工 职业发展通道仅剩职称一条路。 通过对 DQ 局新生代薪酬策略存在的问题进行分析，对薪酬激励方案进行针对 性的调整，提出优化方案：建立适合新生代员工需求的岗位工资薪酬体系、优化 绩效工资考核体系、增加特殊奖励等良性薪酬激励机制。优化培训机制、建立适 合新生代员工的职业发展规划和企业文化建设，为新生代员工薪酬优化提供保障。 通过优化措施达到有效激励 DQ 局新生代员工、降低 DQ 局人力资源成本、促进企 业良性发展的目的，同时对其他国有企业新生代员工薪酬激励提供借鉴。 关键词：建筑欧亿·体育（中国）有限公司，国有企业，新生代员工，激励策略 I湖 北 工 业 大 学 硕 士 学 位 论 文 Abstract With the development of the times, more and more post-80s and post-90s people have come out of the campus and entered the society to become the new force of modern enterprises. This group of people is called "new generation employees". They have traits and values that are completely different from those of the old employees. They more admire individuality, are good at expressing themselves, have the courage to innovate, and desire to be recognized by superior leaders. Not only limited to the desire for material rewards, their corporate sense of belonging, responsibility and dedication are inadequate compared to the old employees. Taking the construction-owned state-owned enterprise where the author is located as an example, these characteristics of the new generation of employees lead to large differences in the stability of human resources. How to mobilize their work enthusiasm, enhance their sense of belonging to the enterprise, and how to effectively improve the human capital value of the new generation of employees who have gradually become the backbone of the enterprise is worthy of our careful study. This article selects the post-85 employees of DQ Company as the main research object. Based on the "Demand Hierarchy Theory" (Abraham Maslow), "Two-Factor Theory" (Frederick Herzberg), and "Expectation Theory" (Victor Vroom) in the classic incentive theory , "Fair Theory" (John Stacy Adams) as the theoretical basis. Using the thematic questionnaire survey and centralized interview to analyze the current salary incentive plan of DQ Company, find out the shortcomings and problems in the incentive plan. The focus is on the analysis of salary incentives and spiritual incentives. In terms of salary incentives, the problem is concentrated in the salary distribution. The nature of state-owned enterprises determines that the salary is determined according to the position and title level. Its salary model and bonus distribution method have the characteristics of "big pot". It is difficult for new generation employees to promote their titles and titles at the beginning of their work, and the expected value of salary income is almost useless. The hidden benefits of state-owned enterprises are usually relatively long-term, and no targeted compensation incentive strategy has been established according to the characteristics of the new generation of employees. In terms of spiritual motivation, the strict management style of the leaders of state-owned enterprises makes it difficult for new generation employees to be praised and recognized by superior leaders in their work, resulting in their lack of initiative and confidence in their work. Coupled with the single channel for job promotion in state-owned enterprises, the career development channel for the vast majority of new-generation employees has only one title left. Through the analysis of the problems of the new generation salary strategy of the DQ Company, the salary incentive plan is adjusted, and the optimization plan is proposed: the establishment of a post salary compensation system suitable for the needs of the new II湖 北 工 业 大 学 硕 士 学 位 论 文 generation employees, the optimization of the performance salary evaluation system, and the addition of special rewards. Benign compensation incentive mechanism. Optimize the training mechanism, establish a career development plan and corporate culture construction suitable for the new generation of employees, and provide guarantee for the optimization of the salary of the new generation of employees. Through optimization measures, we can effectively motivate the new-generation employees of the DQ Company, reduce the human resource costs of the DQ Company, and promote the healthy development of the enterprise. At the same time, we can provide reference for the salary incentives of the new-generation employees of other state-owned enterprises. Keywords: Construction Industry, State-owned Enterprises, New Generation Employees, Compensation Strategy III湖 北 工 业 大 学 硕 士 学 位 论 文 目 录 摘要........................................................ I Abstract....................................................... II 目 录....................................................... IV 第 1 章 绪 论.................................................... 1 1.1 研究背景 ...................................................1 1.2 研究意义 ...................................................1 1.3 研究对象及方法、研究框架 ...................................2 1.3.1 研究对象 .............................................2 1.3.2 研究方法 .............................................2 1.3.3 研究框架 .............................................3 第 2 章 基本概念及相关理论基础 ................................... 4 2.1 新生代员工及特征 ...........................................4 2.1.1 新生代员工的定义 .....................................4 2.1.2 新生代员工的特点 .....................................4 2.1.3 DQ 局新生代员工工作特点...............................5 2.2 薪酬相关的概念与理论 .......................................5 2.2.1 薪酬相关概念 .........................................5 2.2.2 薪酬构成 .............................................5 2.2.3 薪酬理论发展阶段 .....................................6 2.3 员工激励相关理论 ...........................................7 2.3.1 需求层次理论 .........................................8 2.3.2 双因素理论 ...........................................8 2.3.3 期望理论 .............................................8 2.3.4 公平理论 .............................................9 第 3 章 DQ 局新生代员工薪酬现状调查.............................. 10 3.1 DQ 局基本情况介绍..........................................10 3.2 DQ 局新生代员工结构分布....................................11 IV湖 北 工 业 大 学 硕 士 学 位 论 文 3.3 DQ 局薪酬激励方案现行政策..................................11 3.3.1 DQ 局薪酬体系状况....................................11 3.3.2 DQ 局精神激励状况...