Research In Staff Motivation In A Small State-owned Property Enterprise

Since the first property management enterprise founded in Shenzhen in 1981, property management industry has developed for nearly 33 years. With the rapid development of national economy, this industry rapidly expands. The property law enacted in 2007 renamed the property management enterprises to property service enterprises. Therefore, property service industry is brought into the tertiary industry officially. And managers pay more and more attention to talent competition.At present,in developed cities such as Shenzhen,Beijing,Shanghai and Guangzhou,property service industry has become specialized, large scale and marketized. Relevant employees constantly expand. This industry plays an important role in promoting the national economy and increasing employment. However, the fact we face is that there are many troubles in small and medium-sized property service company in our country. Unstable team and frequent employee turnover directly lead to low organizational stability and weaker innovation ability. And advanced effects threaten the sustainable development of organizations. To take all these effects under control, it is the key point that establishing and implementing incentives to activate human resources, to maximize the marginal efforts of employees.As majority state-owned enterprises, HT Property Service Company is face with the same incentive problems. In this thesis, I quote the life cycle theory to establish the strategy of HT company in order to rebuild a suitable incentive mechanism. The mechanism is formed by such management as salary, welfare, performance, job design, corporate culture, training, career, etc. Qualitative and quantitative analysis are used to find the problems in HR management in HT Company. After solving these problems, managers can motivate their staff. Further more, the company runs faster and steadier.