在社会经济发展过程中，企业是创新的主体，企业中的知识型员工是创新的 核心力量，尤其在国家实施创新驱动发展战略的整体大环境下，充分发掘知识型 员工的潜能，引导和全面发挥知识型员工的自主性、创造性，在实现自我价值的 同时，推动企业持续快速发展就显得尤为重要。因此，如何对知识型员工的工作 效率进行提升，促进知识型员工开展创新活动，将是当下乃至未来社会管理方面 最严峻的挑战，也是推进企业创新、社会创新的关键问题。越来越多的管理者意 识到，企业原有的激励政策已经无法有效的激发知识型员工的工作积极性和创造 性，有的甚至起到负面作用。因此，如何改进公司现有的激励政策，以满足知识 型员工的需求，对企业快速稳定的发展显得尤为重要。 本文以知识型员工为研究对象，综合运用文献查阅、访谈、问卷调查、统计 分析等方法，对M公司知识型员工激励进行调查及深入分析，详细论述了M公司知 识型员工激励政策的现状。围绕公司存在的激励管理工作重视度不高、激励覆盖 面不全等问题，文章从薪酬结构、职级评定、绩效考核、精神激励等方面进行了 分析和研究，综合运用内容激励和过程激励的相关理论，梳理和分析了M公司知 识型员工的激励政策，并给出针对性的优化策略。 关键词：知识型员工，员工激励，人力资源管理 II Research on the Incentive of Knowledge Employee in M Company Abstract In the process of social and economic development, enterprises are the main body of innovation, and knowledge employees are the core force of innovation of enterprises, especially in the overall environment of national innovation driven development strategy, it is particularly important to fully explore the potential of knowledge employees, guide and give full play to the independence and creativity of them, and promote the sustainable and rapid development of enterprises while realizing self-worth of employees. Therefore, how to improve the work efficiency and promote the innovation activities of knowledge employees will be the most severe challenge in the current and future social management, and also the key problem to promote enterprise and social innovation. More and more managers have realized that the original incentive policies of enterprises have been unable to effectively stimulate the enthusiasm and creativity of knowledge workers, and some of them even play a negative role. Therefore, how to improve the company's existing incentive policies to meet the needs of knowledge workers is particularly important for the rapid and stable development of enterprises. In this paper, knowledge employees are taken as the research object. By using literature review, interview, questionnaire survey and statistical analysis methods, the author makes an investigation and deep analysis on the motivation of knowledge employees in M company, and discusses the current situation of the knowledge employees’ incentive policies. Focusing on the problems existing in the company, such as low attention to incentive management and incomplete incentive coverage, this paper analyzes and studies the salary structure rank evaluation, performance appraisal, spiritual incentive, etc., comprehensively uses the relevant theories of content incentive and process incentive, sorts out and analyzes the incentives for knowledge employees of M company, and provides targeted optimization strategies. III Key words: knowledge employee，employee incentive，human resource management 目 录 摘要 .................................................. I ABSTRACT ............................................... II 第一章 绪论 ............................................ 1 1.1 选题背景与研究意义 ............................................ 1 1.1.1 选题背景 .................................................. 1 1.1.2 研究意义 .................................................. 1 1.2 研究内容和方法 ................................................ 2 1.2.1 研究内容 .................................................. 2 1.2.2 研究方法 .................................................. 3 1.2.3 研究思路 .................................................. 3 第二章 知识型员工激励相关理论综述 ....................... 4 2.1 知识型员工界定和特征综述 ...................................... 4 2.1.1 知识型员工 ................................................ 4 2.1.2 知识型员工特征 ............................................ 4 2.2 激励的相关理论 ................................................ 5 2.2.1 内容型激励理论 ............................................ 5 2.2.2 过程型激励理论 ............................................ 5 2.2.3 行为改造型激励理论 ........................................ 6 2.2.4 综合型激励理论 ............................................ 6 2.3 国内外研究现状 ................................................ 7 2.3.1 员工激励 .................................................. 7 2.3.2 知识型员工激励 ............................................ 8 第三章 M公司知识型员工激励现状分析 .................... 11 3.1 M公司介绍 ................................................... 11 3.2 M公司组织结构 ............................................... 11 3.3 M公司研发部门员工构成 ....................................... 13 3.4 M公司激励政策现状 ........................................... 15 3.4.1 物质激励措施 ............................................. 15 3.4.2 精神激励措施 ............................................. 21 第四章 M公司知识型员工激励政策现存问题分析 ............. 23 4.1 M公司激励政策调查分析 ....................................... 23 4.1.1 员工访谈 ................................................. 23 4.1.2 问卷调查 ................................................. 24 4.2 M公司知识型员工激励政策存在的问题 ........................... 25 4.2.1 薪酬结构不够合理，薪酬水平缺乏竞争力 ..................... 25 4.2.2 员工没能全面享受到福利保障措施 ........................... 29 4.2.3 绩效考核工作不尽如人意 ................................... 30 4.2.4 员工培训和职业规划需要加强 ............................... 32 4.2.5 晋升渠道和机会较少 ....................................... 34 4.3 M公司知识型员工激励政策存在问题的原因分析 ................... 36 4.3.1 管理理念滞后 ............................................. 36 4.3.2 薪酬制度没完全与市场化接轨 ............................... 36 4.3.3 职级过多且职称在薪酬体系中的作用较弱 ..................... 36 4.3.4 绩效考核制度不科学 ....................................... 36 4.3.5 缺乏系统、全面的人才培养机制 ............................. 37 第五章 M公司知识型员工激励政策建议 ..................... 38 5.1 高层重视，转变管理理念 ....................................... 38 5.2 建立并强化全员市场意识，激励研发成果转化推广 ................. 38 5.2.1 奖励计算方法 ............................................. 38 5.2.2 审核兑现流程 ............................................. 39 5.3 调整薪酬结构，提高薪酬福利待遇 ............................... 40 5.3.1 合理提高基本工资基数 ..................................... 40 5.3.2 提高中、高职级的绩效工资基数区间差值 ..................... 40 5.3.3 增加市场开拓奖励，激发员工积极性 ......................... 41 5.3.4 丰富年终奖内容和发放形式，提高年终奖额度 ................. 41 5.3.5 丰富完善并落实各项福利待遇，加强公司人文关怀 ............. 43 5.4 建立科学、合理、完善的绩效考核制度 ........................... 43 5.4.1 提高认识，建立完善的绩效考核管理体系和流程 ............... 44 5.4.2 部门绩效考核设计 ......................................... 45 5.4.3 优化员工绩效考核指标的设计和提取 ......................... 46 5.4.4 提高“优秀”和“良好”比例 ............................... 47 5.4.5 降低考核频次，提高考核质量 ............................... 47 5.4.6 建立双向沟通反馈机制，使绩效考核形成闭环 ................. 47 5.5 加强员工培训和职业规划 ....................................... 48 5.5.1 充分收集员工需求 ......................................... 48 5.5.2 制定系统的培训计划 ....................................... 49 5.5.3 做好培训效果的反馈与强化 ................................. 49 5.5.4 员工职业规划与培训有机结合 ............................... 50 5.6 丰富和完善员工晋升渠道 ....................................... 50 第六章 结论与展望 ..................................... 51 6.1 主要结论 .............................................