农业高新技术企业研发人员激励机制研究

安徽大学硕士学位论文农业高新技术企业研发人员激励机制研究－－以LP种业公司为例姓名：耿广汉申请学位级别：硕士专业：企业管理指导教师：韩东林2010-06ILPLPIIAbstractAgricultureisthebasisofeconomicandsocialdevelopment.Itistheuniquewaytoacceleratemodernisticagriculturethatinnovatingoftraditionalagriculturerelyingonhigh-techagriculture.R&Dpersonnelwhichisthesubjectofthehigh-techagricultureinnovationisthefatalfactortosuccess.ThescientificmanagementandeffectivemotivationonR&Dpersonnelwhichisinthespecialstatusandhasimportanteffectintheagriculture-basedindustriesandagriculturalenterprisesareparticularlyimportant.EffectivemotivationscouldamplifythenumberandimprovethequalityofR&DpersonanditcouldstimulatetheenthusiasmandcreativityofR&Dpersonneltosomeextent,itwouldimprovethequalityofwork,shortenthecyclesofproductandreducecosts.Atpresent,ithasbecometheconcensusofhumanresourcemanagement(HRMS)andfocusofdevelopmentthathowtomotivateandmobilizetheinitiativeofR&Dpersonandhowtoenhanceloyaltyofstaff.TheresearchhasmadeacomprehensivestudywhichbasedontheoriginalpointofLPseedcompany.Inthearticle,ithasanalyzedthecurrentsituationofmotivationandincentiveofR&DpersonnelinLPseedcompanybyaccesstoinformation,interview,questionnaireinvestigation,quantitativeandqualitativeanalysisandverifyandempiricalanalysis.IthasconcludedthemainmotivationfactorsandhassummarizedthemajorproblemsofR&Dpersonnelinhigh-techagriculturalcompaniesaccordingtoanalyzingtheexistingmotivationandresearchwhichrelatedtomotivationbycomparisonandsummary.So,theresearchhasdesignedageneralmodelofmotivationofR&Dpersonnelandhasshowedeffectivemethodsandmeasurestoensurethenormaloperationofmotivationmechanismundertheguidanceofmodelaccordingtomakinguseoftheadvisingofclassicmotivationtheoryandtheanalysisofpracticeandpersonnelcharacteristicsofagricultureintheconditionofacountry.KeywordsHigh-techagriculturalCompaniesR&Dpersonnelmotivationmechanism111382090200020081012223342000412,LPLP5LPLP16LPLP612LPLP3LPLP78Landis(1968)[1]Thomas(1977)[2]James(1984)[3]Balkin(1984)[4]Sherman(1989)[5]·Edwina(2000)[6]Faiz(2004)[7]Dimitris(2006)92001[8](2004)[9]2007[10]2006[11]20091262[12]2009,[13]2007,,16[14]1012Landis(1968)James(1984)Sherman(1989)·2001(2004)3Balkin(1984)Dimitris(2006)·200120074Landis(1968)·Dimitris(2006)200120042006200720091152006Edwina(2000)Faiz(2004)200720092007[15]2009“”[16]2007[17]200812[18]2009[19]2007[20]1Peter(1992)[21]Willson(1994)ScottA.Snell(2002)JinFengUen(2004)[22]2Badawy(1969)[23]Gomersall(1971)513[24]Glynn(1996)[25]George(1997)[26]Stanley(2000)[27]Adam(2007)3Garden1990[28]Leavitt(1996)[29]Koen(1997)[30]Tser-Yieth(2003)[31]4Kanter(1983)Roberts(1994),[32]Kim(1999)[33]Teri(2003)[34]Edward(2004)[35]141(2002)[36](2002)[37]2003[38]2003[39]2003,[40]2006()[41]2008[42]2008[43]2000[44]2005[45]2007[46]200815[47]2008[48]2009[50]22007[51]2007[14]2008[18]2009[52]2009[19]3200716[53]2008[54]1718LPLPLP3000533-13-1LPLP19200220082.12008-20095000LP2009155204%20097233501021LP1103430.9%3-1343088.2%411.8%3-2LP352264.7%46411.8%200020001020084200003%LP2188.20%11.80%3-126.50%38.20%23.50%11.80%2728353645463-223-33-4LP2161.8%1441.2%2220.60%61.80%17.60%3-335.30%41.20%23.50%3-4(3)3-53-613823.5%32264.7%5926.5%541.1%ITLP2311.80%23.50%38.20%26.50%1133553-517.60%35.30%20.50%20.60%3355773-6LPLP24LP5001500/50/11LP1050LP25200LP122300600212671212%LPLP27281LP292LP34-14-1304-24-2123456789101112131415162LP53112345LP200934564545100%4497.8%343LP4-31·23324564-314.2250.99724.1490.92834.1320.95644.1060.95454.0980.98064.0550.96173.9621.01683.9541.01893.9451.015103.9111.029113.8940.873123.8431.006133.7920.986143.7070.877153.6480.987163.5970.93433LPLP9%36%39%16%14%47%23%16%IT34LP7%51%31%11%7%13%23%LP35LP17%31%52%36LP11%46%,43%LP3718%36%25%21%38395-15-14041124231=+++++14350/100/=736444,,25%22008=+++=++++=++++.[J].2008275123-12545+2SAS30%40%12()101234526477838710106069670797808989094995100104660%70%30%40%76107450%60%81108850%=43314724,.(3)[M].:,2006:189-190485-25-25MIBIVICCI64978501,,,51,22008ANPSD6-2,.ANP[J].()2008,(10):33-34525-110%8%27%9%5%4%12%3%33%5%15%61%8%345355412345556[1]LandisFred.WhatMakesTechnicalMenHappyandProductive[J].ResearchManagement,1971,14(3):24-42[2]ThomasR.Drews.MotivationalFactorsRelevanttothePerformanceofR&DEmployees[J].IndustrialManagement,1977,19(4):5-11[3]JamesS.Phillips,SaraM.reedman.SituationalPerformanceConstraintsandTaskCharacteristics:TheirRelationshiptoMotivationandSatisfaction[J].JournalofManagement,1984,10(3):321-331[4]BalkinD.B,Gomez-MejiaL.R.DeterminantsofR&DCompensationStrategiesintheHigh-techIndustry[J].PersonnelPsychology,1984,37(4):635-650[5]Sherman,J.D.TechnicalSupervisionandTurn0veramongEngineersandTechnicians[J].GroupandOrganizationStudies,1989,14(4):411-421[6]EdwinaA.Gerloff.OrganizationalEnvironment,ChangingEconomicConditions,andtheEffectiveSupervisionofTechnicalPersonnel:aManagementChallenge[J].TheJournalofHighTechnologyManagementResearch,2000,10(2):275-293[7]FaizKermani,RebeccaGittins.WherewillIndustrygotoforItsHigh-calibreStaff[J].JournalofCommercialBiotechnology,2004,11(1):63-71[8].[J].20011190-97[9].[J].20046168-170[10].[J].20071152-54[11].[J].57