1、基層政府人力資源激勵機制研究以佛山市南海區(qū)某鎮(zhèn)為例摘要 隨著知識經(jīng)濟時代的到來，經(jīng)濟全球化的進程日益加快，國際競爭及區(qū)域競爭愈演愈烈，而這種競爭，歸根結(jié)底是人力資源的競爭。正如管理學大師彼得·德魯克說過：“組織只有一種真正的資源，那就是人。”人力資源作為最寶貴、最重要的資源，其重要性不言而喻。而作為基層政府，只有實施“人力資源戰(zhàn)略”，把人力資源作為立足之本、興業(yè)之基，“選好人、育好人、用好人、管好人、留好人”，才能更好地面對機遇與挑戰(zhàn)，把握發(fā)展的主動權(quán)與優(yōu)先權(quán)，也才能在日益激烈的區(qū)域競爭中占有一席之地。鑒于此，基層政府在區(qū)域經(jīng)濟社會的競爭逐漸演變?yōu)槿肆Y源的爭奪，而如何“選好人、育好

2、人、用好人、管好人、留好人”；如何在人力資源的爭奪戰(zhàn)中吸引并留住優(yōu)秀的員工；如何使在職的員工提高工作滿意度和組織忠誠度；如何提高員工的工作效率，充分發(fā)揮他們的積極性和創(chuàng)造性等一系列問題成為擺在政府面前亟待解決的問題，而要解決這些問題的根本是建立健全有效的人力資源激勵機制，真正實現(xiàn)人力資源的價值。“激勵機制是在組織系統(tǒng)中，激勵主體系統(tǒng)運用多種激勵手段并使之規(guī)范化和相對固定化，而與激勵客體相互作用、相互制約的結(jié)構(gòu)、方式、關系及演變規(guī)律的總和。激勵機制是企業(yè)將遠大理想轉(zhuǎn)化為具體事實的連接手段。” 而如何建立健全有效的人力資源激勵機制成為國內(nèi)外專家學者研究的重要課題。由于人的需求的多樣性和多層次性，決

3、定了激勵手段的多樣性和多層次性，總的來說，要綜合運用各種激勵手段，并使之形成制度，那么，建立完善一套理性化的激勵制度，如包括薪酬在內(nèi)的福利待遇激勵制度、職務晉升激勵制度、培訓激勵制度、績效考核制度、組織文化激勵制度等，就形成了較為完善的人力資源激勵機制。為了深入研究如何建立完善人力資源激勵機制，本人在閱讀大量國內(nèi)外人力資源激勵機制相關文獻的基礎上，以佛山市南海區(qū)某鎮(zhèn)為例，通過實地調(diào)研，并綜合運用問卷調(diào)查、個別訪談、對比分析等研究方法，分析了該鎮(zhèn)人力資源激勵機制建設現(xiàn)狀，指出該鎮(zhèn)在人力資源激勵機制建設方面的經(jīng)驗做法和存在的問題，并針對存在的問題深入分析了問題存在的原因和改進措施，從而形成了基層政

4、府優(yōu)化人力資源激勵機制的可行性建議，對于我國基層政府在人力資源激勵機制的完善及創(chuàng)新上有較大的借鑒意義。本文全文共分為五個部分。第一部分導論，闡述了筆者選題的現(xiàn)實依據(jù)和理論依據(jù)，指出了該課題研究的目的和意義，對國內(nèi)外關于人力資源激勵機制的研究現(xiàn)狀進行了綜述，并列舉了本文的研究方法和創(chuàng)新點。第二部分，筆者針對基層政府人力資源激勵機制的相關概念，對基層政府、人力資源、人力資源激勵和人力資源激勵機制的概念進行了界定，并對人力資源激勵機制的相關理論如內(nèi)容型激勵理論、過程型激勵理論、同步激勵理論、差異激勵理論等進行了簡要概述。在文章的第三部分，筆者以南海區(qū)某鎮(zhèn)為例，對南海區(qū)某鎮(zhèn)的人力資源激勵機制建設現(xiàn)狀進

5、行了深入研究，在綜合運用問卷調(diào)查、個別訪談、對比分析等研究方法的基礎上，分析了南海區(qū)某鎮(zhèn)人力資源激勵機制建設的經(jīng)驗做法和存在的問題。在文章的第四部分，筆者針對南海區(qū)某鎮(zhèn)人力資源激勵機制建設存在的問題進行深入分析，指出問題存在的原因，并提出改進措施。在文章的第五部分，筆者在深入調(diào)查和充分論證的基礎上，提出了完善基層政府人力資源激勵機制的建議。關鍵詞：基層政府；人力資源；激勵機制Research On Grassroots Government Human Resources Incentive Mechanism-setting a town of Nanhai District in Fosh

6、an as an exampleAbstract With advent of knowledge economy era and accelerating development of economic globalization, international competition and regional competition are becoming fiercer which ultimately lies in human resources competition. As management master Peter Drucker proposes, "Organ

7、ization is just a kind of real resources, actually referring to talents." Human resources as the most valuable and most important resource, its importance is obvious. As grass-roots government, only through implementation of human resources strategy, sets human resources as a foothold and “sele

8、cts, cultivates, manages and retains the right person” can not only better face the opportunities and the challenges and seize the initiative and priority in the process of development but also wins a stage in fierce regional competition. In view of this, grass-roots government in regional economic

9、and social competition gradually evolves into competition for human resources; and the issues like “how to gather the right person”, how to attract and retain excellent staff in this battle, how to raise satisfaction and organizational loyalty of employees and how to improve efficiency and give full

10、 play to their enthusiasm and creativity have become priority problems for the government problems to settle down. However, to solve these, the key is to establish sound and effective human resources incentives to realize the value of human resources.“Incentives mechanism is the combination of the m

11、ain incentive systems that use a variety of incentives to standardize and to be relatively fixed and structure, manners, relationships and evolution principles of incentive objects that interact and restrain mutually in the organizational system. Incentives mechanism is a means of connection that re

12、nder enterprise to turn lofty ideals into concrete facts.” And how to build a sound and effective human resources incentive mechanism has become an important research issue for experts and scholars at home and abroad. Diversity and multi-level of human needs render diversity and multi-level nature o

13、f incentives mechanism. In general, we should comprehensively take advantage of a variety of incentives and make it a regime. Establish and improve a set of rational incentive regimes, such as welfare incentives, job promotion, training incentives, performance appraisal regimes and organizational cu

14、lture incentives to form a better human resources incentive mechanism.In order to thoroughly research on how to form and improve human resources incentive mechanism, the present writer read lots of literatures on human resources incentive mechanism written by domestic and abroad writers and set a to

15、wn of Nanhai District in Foshan for example, through field research, and take advantage of questionnaires, individual interviews, comparative analysis and other methods to analyze the status quo of human resources incentive mechanism construction in this town and point out the experience and practic

16、e and problems of that field, and concerning the existing problems propose in-depth analysis on reasons and improvement measures in order to form feasible suggestions to optimize the human resources incentive mechanism of grass-roots government and will have a great importance of reference for impro

17、vement and innovation of human resources incentive mechanism for China's grass-roots government.This thesis is divided into five parts. The first part, Introduction part deals with realistic and theoretical basis on why the present writer select this topic and points out the purpose and signific

18、ance of research, besides, concludes on status quo of the research at home and abroad and enlists the research methods and innovation points. The second part, the present writer define relevant concepts related to human resources incentive ,mechanism like grass-roots government, human resources, hum

19、an resources incentives and human resources incentive mechanism and gives a brief on relevant theories like content-based incentive theory, process-based incentive theory, synchronization incentive theory and difference incentive theory. In the third part, the present writer set a town in Nanhai District for example and conducts in-depth study of construction status of human resources incentive