The Staff Of Outward Bound Enterprises Motivation Study In Beijing

The human resources motivation of enterprise embarks from human's material and spiritual need,which takes the material and non-material method as the motivate shape,in that causes the staff generate the sense of approval,the sense of belonging and the sense of pride for the enterprise,then drive they work diligently for the enterprise on their own initiative.In this paper,enterprises in Beijing outward bound enterprise study, using literature data,interviews,questionnaires,logic analysis,and other research methods,to the theory of incentives related theoretical support of the Beijing outward bound enterprise development,enterprise Staff motivation issues inspire a more in-depth analysis,the following conclusions:Firstly,Since 1995,Beijing's outward bound enterprise developed rapidly,enterprise scale has been over 200,but at the same time,the industry there are also a lot of problems.Human resources management from the point of view of the part-time staff more,the lack of effective means and incentive measures,staff mobility,thereby increasing the company's management more difficult.Secondly,from the point of view of material incentives,the majority of the staff was satisfied with the direct remuneration.But on the benefits,in addition to a few large companies,the satisfaction of the majority of the staff is not high.Third,from the point of view of encouraging the spirit of Beijing outward bound enterprises of female staff,better-educated young employees and the staff of the training needs of high,but it has received less training opportunities.Staff promoted a strong desire,but the opportunity is unfair promotion,promotion procedures less standardized. Most of the staff of the enterprise culture satisfaction is not high. Based on the above findings,this pape(?)e following recommendations:First,reduce staff direct(?)lary and expectations gap.The first is to make the staff(?)ore understanding of the company's operating conditions and wages for the budget process so that employees fully understand business conditions and wage levels;Second,regular briefings on the size of companies and other companies the same level of remuneration to enable employees to the company's pay is reasonable to make more accurate judgments;three,men and women is based on the staff of the direct and indirect pay salaries to the different needs and appropriate direct and indirect adjustment of salaries they pay in the ratio between.Secondly,a systematic, targeted training system,and to change the current training arbitrariness and blindness.Professional background of a lack of corresponding management and staff,to focus on training,System to enable them to master the management or updating relevant knowledge and skills to enhance the training of existing staff to meet their continued growth and development needs.Third,a mechanism for the promotion of fair competition to ensure that staff have the ability to faster promotion.To give all staff the opportunity of fair competition,fair competition;different positions as far as possible broaden channels for the promotion of staff;break, the system of lifetime implemented the last one eliminated.Fourth,focus on the building of enterprise culture.Establish respect for each individual's corporate values,so that managers and employees of mutual understanding,mutual trust,common dedication for enterprise development;Enterprise leaders should be commended for enterprises to make timely contributions to the excellent staff, according to the characteristics of outward bound enterprise with a high degree of emphasis on training of staff team.