A Dissertation Submitted to Guangdong University of Technology
for the Degree of Master
(Master of Business Administration)
Study on the Optimization of Production Line
Employee Incentive Management in R company
Candidate: Chen Jiawei
Supervisor: Prof. Yang Xingyu
Out-of-school Supervisor: Peng Daofu
May 2022
School of Management
Guangdong University of Technology
Guangzhou, Guangdong, P. R. China, 510006
摘要
摘要
近年来，连南瑶族自治县紧抓作为省政府“双转移”计划产业转移区域之一的政
策红利，充分依托广州市越秀区对口帮扶力量，加大招商引资力度，“十三五”以来
共引进总部经济类企业 287家，累计纳税 16.54亿元，贡献县级财政收入 1.9亿元。但
因连南经济底子薄、交通条件差、上下游产业链配套不完善，使部分引进的企业出现
不同程度、各种各样的“水土不服”，如招不到人、员工队伍不稳定、利润下降等，
制约了企业进一步扩大生产，难以可持续发展。如何利用激励理论相关知识，优化企
业员工激励管理，是连南引进企业亟需解决的问题。
本文以连南引进的 R公司为研究对象，通过生产线员工抽样问卷调查、管理层员
工访谈等方式，发现 R公司生产线员工激励管理存在薪酬激励未能因人而异、晋升激
励未能产生动力、培训激励未能量身定制、文化激励未能凝心铸魂等问题，并根据激
励有效性的相关因素，分析了造成问题的管理层未厘清生产线员工的激励需求状态、
激励措施未针对生产线员工的激励需求差异、强化物未能支撑生产线员工的激励需求
强度等 3个原因。
针对上述问题和原因，运用激励理论，明确了需求导向、企业目标与个人目标相
结合、注重公平性、物质激励和精神激励双管齐下、及时强化等 5个优化原则，从提
升薪酬待遇公平性、增强福利保障的针对性、优化培训方式、拓宽晋升通道、打造暖
心的企业文化等 5个方面，提出了完善绩效工资的计算和考核方式、进阶式年终奖、
提高五险一金缴费基数、自助式积分福利、班车接送、改善工作环境、增设培训专职
机构、优化培训课程设计、补充师资力量、做好培训效果评估、实施职务职级并行机
制、新设生产线副班长、保证晋升过程公正公开发挥“两新”组织党组织优势、评比
生产之星、营造温暖车间氛围、建立“帮推引督”机制、编印公司季刊、增设意见反
馈载体等具体优化对策和 5项优化保障措施，以期优化生产线员工激励管理、持续有
效壮大 R公司生产线队伍、促成新生产线投产。
关键词：员工激励；生产线员工；ERG理论；公平理论
I
广东工业大学硕士专业学位论文
ABSTRACT
In recent years, the Liannan Yao Autonomous County has grasped the policy dividend
as one of the areas for industrial transfer under the provincial government "Double transfer"
plan, fully relying on the support from Guangzhou and Yuexiu District counterparts, and
increased efforts to attract investment, since the 13th five-yearplan, a total of 287
headquarters-based economic enterprises have been introduced, with a cumulative tax
payment of 1.654 billion yuan, contributing 190 million yuan to county-level revenue.
However, because of Liannan’s weak economic foundation, poor traffic conditions and
imperfectindustrialchainintheupperandlowerreaches,variouskindsof
"Acclimatization" have occurred in some of the imported enterprises to different degrees, if
can not recruit people, the staff troop is not stable, the profit drops and so on, restricted the
enterprise to further expand the production, is difficult to sustainable development. How to
use effective means to optimize the incentive system in human resource management and
improve the core competitiveness of enterprises is an urgent problem to be solved.
The paper takes R Company as the research object，using the theory of human resource
management, questionnaire, literature research, case analysis and other research methods, to
explore the method suitable for the optimization of R Company’s employee motivation
system. Through investigation, there are some problems in the motivation management of R
Company’s production line employees, such as salary motivation does not vary from person
to person, promotion motivation does not produce motivation, training motivation does not
tailor-made, cultural motivation does not focus on the soul and so on. At the same time,
according to the relevant factors of incentive effectiveness, The paper analyzes the three
causes of the problems, which are that the management does not make clear the incentive
demand state of the production line staff, the incentive measures do not aim at the difference
of the incentive demand of the production line staff, and the reinforcements fail to support
the intensity of the incentive demand of the production line staff.
In view of the above-mentioned problems and reasons, the paper uses the motivation
theory tomake clear fiveoptimization principles, such asdemand orientation, the
combination of enterprise goal and personal goal, paying attention to fairness, combining
material motivation with spiritual motivation, and strengthening in time. From the promotion
salary treatment fairness, strengthens the welfare safeguard the pertinence, the optimization
training way, broadens the promotion channel, creates the warm heart enterprise culture and
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