2023年基层政府人力资源激励机制研中文摘要翻译成英文摘要docyangguang0212.docx

基层政府人力资源鼓励机制研究 ——以佛山市南海区某镇为例 随着知识经济时代的到来，经济全球化的进程日益加快，国际竞争及区域竞争愈演愈烈，而这种竞争，归根结底是人力资源的竞争。正如管理学大师彼得·德鲁克说过：“组织只有一种真正的资源，那就是人。〞人力资源作为最珍贵、最重要的资源，其重要性不言而喻。而作为基层政府，只有实施“人力资源战略〞，把人力资源作为立足之本、兴业之基，“选好人、育好人、用好人、管好人、留好人〞，才能更好地面对机遇与挑战，把握开展的主动权与优先权，也才能在日益剧烈的区域竞争中占有一席之地。鉴于此，基层政府在区域经济社会的竞争逐渐演变为人力资源的争夺，而如何“选好人、育好人、用好人、管好人、留好人〞；如何在人力资源的争夺战中吸引并留住优秀的员工；如何使在职的员工提高工作满意度和组织忠诚度；如何提高员工的工作效率，充分发挥他们的积极性和创造性等一系列问题成为摆在政府面前亟待解决的问题，而要解决这些问题的根本是建立健全有效的人力资源鼓励机制，真正实现人力资源的价值。 “鼓励机制是在组织系统中，鼓励主体系统运用多种鼓励手段并使之标准化和相对固定化，而与鼓励客体相互作用、相互制约的结构、方式、关系及演变规律的总和。鼓励机制是企业将远大理想转化为具体事实的连接手段。〞①​ 而如何建立健全有效的人力资源鼓励机制成为国内外专家学者研究的重要课题。由于人的需求的多样性和多层次性，决定了鼓励手段的多样性和多层次性，总的来说，要综合运用各种鼓励手段，并使之形成制度，那么，建立完善一套理性化的鼓励制度，如包括薪酬在内的福利待遇鼓励制度、职务晋升鼓励制度、培训鼓励制度、绩效考核制度、组织文化鼓励制度等，就形成了较为完善的人力资源鼓励机制。 为了深入研究如何建立完善人力资源鼓励机制，本人在阅读大量国内外人力资源鼓励机制相关文献的根底上，以佛山市南海区某镇为例，通过实地调研，并综合运用问卷调查、个别访谈、比照分析等研究方法，分析了该镇人力资源鼓励机制建设现状，指出该镇在人力资源鼓励机制建设方面的经验做法和存在的问题，并针对存在的问题深入分析了问题存在的原因和改进措施，从而形成了基层政府优化人力资源鼓励机制的可行性建议，对于我国基层政府在人力资源鼓励机制的完善及创新上有较大的借鉴意义。 本文全文共分为五个局部。第一局部导论，阐述了笔者选题的现实依据和理论依据，指出了该课题研究的目的和意义，对国内外关于人力资源鼓励机制的研究现状进行了综述，并列举了本文的研究方法和创新点。第二局部，笔者针对基层政府人力资源鼓励机制的相关概念，对基层政府、人力资源、人力资源鼓励和人力资源鼓励机制的概念进行了界定，并对人力资源鼓励机制的相关理论如内容型鼓励理论、过程型鼓励理论、同步鼓励理论、差异鼓励理论等进行了简要概述。在文章的第三局部，笔者以南海区某镇为例，对南海区某镇的人力资源鼓励机制建设现状进行了深入研究，在综合运用问卷调查、个别访谈、比照分析等研究方法的根底上，分析了南海区某镇人力资源鼓励机制建设的经验做法和存在的问题。在文章的第四局部，笔者针对南海区某镇人力资源鼓励机制建设存在的问题进行深入分析，指出问题存在的原因，并提出改进措施。在文章的第五局部，笔者在深入调查和充分论证的根底上，提出了完善基层政府人力资源鼓励机制的建议。 关键词：基层政府；人力资源；鼓励机制 Research On Grassroots Government Human Resources Incentive Mechanism -setting a town of Nanhai District in Foshan as an example Abstract 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, "Organization 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 “selects, 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 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 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 main 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 render enterprise to turn lofty ideals into concrete facts.〞① 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 of 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 culture 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 town 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 practice 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 improvement and innovation of human resources incentive mechanism for China's grass-roots government. This thesis is divided into five parts. The