在知识经济时代，人本思想逐渐成为时代特征，人力资本在各种资本要素中脱 颖而出，在科技企业的创新发展中有着举足轻重的地位。科技企业中的基层员工， 具有较强可塑性和学习能力，是企业未来骨干力量的重要输送来源。因此国内外企 业纷纷采取策略，来提升基层员工忠诚度。单纯聚焦在薪资奖金层面的对策虽然能 在一定时间范围内产生立竿见影的效果，但并不能达到长期提升基层员工忠诚度的 目标，而且会对公司整体薪酬奖金体系产生负面作用，造成财务负担。 本文通过对跨国科技公司PG沈阳分公司具体管理案例的分析研究，探讨如何 从心理契约角度提升基层员工忠诚度。首先，根据PG公司基层员工典型案例分析， 集合问卷调查分析，找到公司在绩效考核、员工激励、组织培训、人员发展等方面 存在的问题；其次，通过将心理契约和激励理论与人力资源相关问题结合，旨在通 过改善现有人力资源管理措施，增强管理者与基层员工之间心理契约的交互影响； 最后，分析基层员工在人力资源管理方面的心理契约与行为因果的关联，依托激励 理论，揭示基层员工的期望要素内涵，为PG公司探索出一套符合基层员工需求的 绩效、培训、发展、激励策略，增强基层员工与组织间的心理契约，进而提高PG 公司基层员工忠诚度。在策略提出的方向上，一是肯定了基层员工与企业除了经济 契约，还存在着隐含的心理契约，企业现有人力资源管理措施都在试图激励员工形 成积极的心理契约，例如提供较多的培训、有竞争力的薪酬；二是要根据公司基层 员工个体和需求的不同，运用更加灵活地激励措施和人力资源管理策略，如提供更 广泛的发展平台、更具有针对性的福利。从以上两个角度去分析与基层员工联系最 紧密的绩效、培训、发展、激励模块，能够对基层员工忠诚度的提升带来直接影响。 如何通过革新日常人力资源管理模式，来调动和满足不同背景的基层员工潜在期望 是提升员工忠诚度的关键因素。 关键词：忠诚度 基层员工 心理契约 激励理论 II ABSTRACT In the era of knowledge economy, humanism has gradually become a feature of The Times. Human capital stands out among various capital elements and plays a pivotal role in the innovation and development of science and technology enterprises. The grassroots staff working at technology enterprises have malleable and learning ability, and are the important source of the future backbone of enterprises. Therefore, domestic and foreign enterprises have tried a variety of strategies to improve the loyalty of grassroots staff. Although focusing solely on salary and bonus can produce results immediately, it cannot achieve the goal of long-term promotion of grassroots staff loyalty, and will have a negative effect on the overall compensation and bonus system of the company, resulting in financial burden. Analyzing the specific management case of PG company in Shenyang branch, and discusses how to improve the loyalty of grassroots staff from the perspective of psychological contract. First of all, based on the analysis of the cases and combined with the questionnaire survey, the issues should be focused on performance appraisal, employees motivation, organizational training, personnel development. Secondly, by combining psychological contract and incentive theory with human resource related issues, it aims to enhance the interactive influence of psychological contract between the leadership and grassroots staff by improving routine human resource management strategy. Finally, this thesis analyzes the relationship between psychological contract and behavioral causality in human resource management between organization and grassroots staff. Based on the incentive theory, it reveals the connotation of expectation elements from grassroots staff inside, and explores a set of performance, training, development and incentive strategies that meet the needs of grassroots staff, and strengthens the psychological contract between grassroots staff and the organization, and thereby improves the loyalty of grassroots staff of PG company. In terms of the strategic direction proposed，firstly, it is necessary to confirm that in addition to the economic contract, the implicit psychological contract plays a hugely important role between grassroots staff and the enterprise. The existing human resource management measures of the enterprise are trying to motivate employees to form a positive psychological III contract, such as providing more training and competitive compensation. Secondly, according to the different needs of the grassroots staff in PG company, more flexible incentive measures and human resource management strategies should be adopted, such as providing a wider promotion platform and more targeted welfare. From the two perspectives, this thesis analyzes the performance, training, development and motivation modules that are most closely related to grassroots staff, which can directly affect the promotion of grassroots staff loyalty. How to change the routine human resource management mode to mobilize and meet the potential expectations of grassroots staff from different backgrounds is the key factor to improve employees loyalty. Key Words: Loyalty Grassroots staff Psychological contract Incentive theory IV 目 录 摘要 ............................................................................................................................ I ABSTRACT .................................................................................................................... II 绪论 ............................................................................................................................ 1 0.1 研究背景 ...................................................................................................... 1 0.2 研究目的和意义........................................................................................... 1 0.3 国内外研究现状........................................................................................... 2 0.4 研究内容和方法........................................................................................... 3 1 案例正文 ............................................................................................................... 5 1.1 PG公司沈阳分公司概况 ............................................................................. 5 1.1.1 PG公司沈阳分公司发展历程............................................................. 5 1.1.2 PG公司沈阳分公司人力资源概况 ..................................................... 6 1.1.3 PG公司沈阳分公司基层员工忠诚度现状 .......................................... 8 1.2 基层员工忠诚度问题描述.......................................................................... 14 1.2.1 针锋相对的绩效反馈 ........................................................................ 14 1.2.2 难以迎合的业务培训 ........................................................................ 15 1.2.3 进退维谷的职业发展 ........................................................................ 16 2 案例分析 ............................................................................................................. 17 2.1 理论基础 .................................................................................................... 17 2.1.1 心理契约理论 ................................................................................... 17 2.1.2 社会交换理论 ................................................................................... 20 2.1.3 需求层次理论 ................................................................................... 21 2.1.4 双因素理论 ....................................................................................... 22 2.2 基层员工忠诚度降低问题的体现 .............................................................. 23 2.2.1 与经理矛盾冲突增多 ........................................................................ 23 2.2.2 公司活动参与度降低 ........................................................................ 23 V 2.2.3 关注外部同欧亿·体育（中国）有限公司机会 ........................................................................ 24 2.2.4 病事假增多出勤率低 ........................................................................ 24 2.2.5 对职业前景感到悲观 ........................................................................ 24 2.3 基层员工忠诚度降低的原因分析 .............................................................. 25 2.3.1 绩效考核制度不