摘 要
所谓员工满意度，是和用户满意度相对而言的，员工满意度是指一个员工对企业所感知的效果与他的期望值相比较后所形成的感觉状态，是员工对其需要已被满足程度的感受。本研究的调查对象为人职 1~3 年的员工，涉及河北省各市城镇及各行各业。 通过发放了 50 份调查问卷，获得一些新入职员工对六大维度的工作满意度调查结果，并进行了详细分析。
本论文第一章为绪论部分，主要介绍论文研究背景、研究意义以及研究思路和方法等。第二章介绍工作满意度的涵义以及新入职员工的定位。第三章根据赫斯伯格的双因素理论和马斯洛的需求层次理论，确认了对员工满意度影响最大的主要维度有哪些，并通过发放 50 份调查问卷，获得一些新入职员工对各个维度的工作满意度调查结果，同时针对调查结果逐一进行了说明和分析。第四章则针对调查结果中容易造成员工满意度下降的影响因素，为企业提出了指导性的对策和建议。
本文分析得出，企业新入职员工满意度不高的原因主要是企业环境因素和员工个人心理因素两个方面。企业环境因素则又包括工作环境、薪酬水平、工作匹配、公司制度、人际关系、精神回报六大维度。文章中针对每个影响维度都提出了相应的建议，其中如何营造良好的企业环境方面，给出了改善工作环境、选择合理的薪酬模式、做好员工的职业规划、提高工作匹配度、提高员工人际交往能力、引导员工深入理解企业文化等建议。而在塑造员工心理方面，则从培训引导和管理手段两个角度来论述。
关键词 满意度 工作匹配 企业文化 心理培训
Abstract
The degree of employee satisfaction which is related to the degree of the user satisfaction,means how an employee felt after comparing the effect of practice in the company with hisexpectation, also lies on whether the employee is satisfied or not. The respondents of thisresearch were the employees who had been employed for one to three years, covering all thecities and towns in Hebei Province, including all trades and professions. Through distributingfifty questionnaires, the investigation results of new employees' job satisfaction for the sixdimensions were carried out, and were analyzed in detail.
The first chapter was the introduction, mainly presenting the research background,research significance, research thinking and methods and so on. Based on Hesburgh'stwo-factor theory of Maslow's hierarchy of needs theory, the second chapter confirmed themain dimensions influencing the degree of employee satisfaction, through distributing fiftyquestionnaires, presenting the investigation results of the degree of new employeessatisfaction for all dimensions, which were illustrated and analyzed one by one. The fourthchapter provided guidable countermeasures and suggestions, according to the factors thattended to reduce the degree of employee satisfaction.
To conclude, the main reasons of low degree of employee satisfaction were related to thecorporate environment and employees' personal psychological status. The corporateenvironment factors included six dimensions such as work environment, salary level, jobmatch, company system, interpersonal relation and spiritual return. This paper provided thecorresponding suggestions on every dimension, concerning to the factor how to create a finecorporate environment, this paper presented some suggestions of improving the corporateenvironment, choosing a reasonable salary mode, completing the employees' occupationplanning, improving the matching degree of job and their interpersonal skills, guiding thestaff to understand the enterprise culture. Concerning to the factor of employees' personalpsychological status, this article discussed the topic from perspectives of training guide andmanagement tools.
Keywords Satisfaction Job matching Corporate culture Psychological training
目 录
序 言····································································································································1
第 1 章 绪 论····················································································································2
1.1 论文研究背景 ···········································································································2
1.2 论文研究意义 ···········································································································2
1.3 论文研究的思路和方法 ···························································································3
1.4 研究范围···················································································································3
1.5 国内外研究现状 ·······································································································4
第 2 章 工作满意度和新入职员工的界定·······································································6
2.1 工作满意度涵义及作用 ···························································································6
2.2 新入职员工界定及心理特点··················································································8
第 3 章 影响新入职员工工作满意度的因素分析·························································10
3.1 调查问卷维度设计 ································································································· 10
3.2 工作满意度问卷调查结果 ····················································································· 10
3.3 企业环境因素 ······································································································· 11
3.3.1 工作环境不够理想 ························································································ 12
3.3.2 工作匹配存在缺陷 ························································································ 12
3.3.3 公司制度有待改进 ························································································ 14
3.3.4 人际关系较为复杂 ························································································ 16
3.3.5 薪酬体系尚需完善 ························································································ 18
3.3.6 精神回报无法满足 ························································································ 19
3.4 员工个人心理因素 ······························································································· 20
第 4 章 提高新入职员工工作满意度的建议···································································21
4.1 营造良好的企业环境 ··························································································· 21
4.1.1 改善工作环境 ································································································ 22
4.1.2 提高工作匹配程度 ························································································ 22
4.1.3 加强完善制度文化 ························································································ 25
4.1.4. 提升员工交际能力 ······················································································· 27
4.1.5. 选择合理的薪酬模式 ··················································································· 29
4.1.6 给予更多精神回报 ······················································································ 32
4.2 提高员工的职业素养和心态 ·················································································· 35
4.2.1 通过培训来调整员工的心态······································································· 35
4.2.2 以精神激励影响员工心理··········································································· 38
第 5 章 结 语··················································································································39
参考文献····························································································································40
致 谢····························································································································43
序 言
随着中国市场经济改革深入，企业所处的市场竞争环境日益激烈，为了提高企业的核心竞争力，企业必须充分调动企业可利用资源，使资源达到最优配置。员工作为企业发展的核心动力，关系到企业未来发展速度。人力资源如今已被视为企业管理的核心研究问题，如何充分调动人力资源优势，使企业效益最大化，是企业管理层思考的重要问题。然而，企业中人员流失现象一直存在，人员流失严重制约着企业的未来发展，对企业经营造成不可估量的影响。企业中人员流失的原因有很多，例如行业发展因素，宏观政策因素，企业内部因素，员工自我因素等等。其中最重要的原因是企业内部因素，例如企业的薪酬水平与工作环境等原因与企业人员流失有着密切关系。据研究发现，企业人员流失率最高的人群是企业的新入职员工，由于这部分员工年纪较小，初涉职场且社会经历较少，离开校园后发现现实生活与理想差异大，从而导致内心不满而离开企业。
在以上背景之下，本文通过调差问卷的形式对企业员工进行了详尽的调查，针对目前企业中存在的新员工流失严重情况进行了调查分析，旨在找出影响员工离职的内外部因素，并基于此对企业的管理层提出一些有效的方法与意见以提高企业员工满意度、降低辞职率。
通过本文调查研究得出结论，企业管理层可以从企业与员工多角度入手改善企业员工流失的现象，例如从员工角度：对员工进行有效心理辅导，完善员工的培训机制以及薪酬制度，另外为员工提供明确的未来发展路径；企业角度的措施有：改善企业工作环境，加深企业文化宣传，增加企业人文关怀等。通过以上措施可以在一定程度上增加员工对企业的满意度，降低企业新员工离职率，有利于企业的未来发展。
