| At the beginning of the 21 st century,with the rapid economic development in China and Jiangxi Province,the economic competition among different regions is intensifying,and the gap is widening.For the sake of development,Nanchang city of Jiangxi Province vigorously engaged in infrastructure construction,ushered in Metro Line 1,line 2,line 3 and line 4 in the near future,and entered the "Metro era".Knowledge workers in construction enterprises have become an increasingly complex and competitive important strategic resource.From the situation of the province,the management of human capital,especially the management of knowledge workers,has always been a weak point in the management of Chinese enterprises.On the one hand,most enterprises are still in the primary stage of non marketization and have not established a set of scientific and systematic human capital management system.On the other hand,some enterprises seize the historical opportunity of knowledge economy,a large number of construction enterprises have sprung up in Nanchang,Jiangxi Province,and become an important part of Nanchang economy.However,these construction enterprises have not been established for a long time.The management of knowledge-based employees either follows the old experience and stays in the model of bolega Qianlima,or is still in the exploratory stage.The management of knowledge-based employees has become the bottleneck that Jiangxi Nanchang construction enterprises must face and break through in the next step.In this sense,it can be said that the construction enterprises in Nanchang have a strong internal motivation in establishing the incentive mechanism for knowledge workers.The life and death of enterprises are changing rapidly.The key to whether JL construction company can keep up with the trend of digital economy development is to solve the problem of knowledge-based employees in construction enterprises,The competition between construction enterprises has become the competition between the first-class constructor and the second-class constructor.Human capital management,especially the first level and second level constructors,is the most important part of human capital,has become an important task for enterprise managers,which is the key to realize sustainable development.Based on the above considerations,this paper chooses a private construction enterprise,JL construction company,which is mainly municipal engineering and construction engineering as the research object,and integrates the basic personal information of knowledge-based employees into the process of empirical research,and conducts a questionnaire survey on the incentive status of knowledge-based employees of JL construction company.This paper discusses the factors influencing the satisfaction of knowledge workers from multiple perspectives,summarizes the incentive mechanism of non monetary compensation of JL construction company and analyzes the deep reasons for its formation.Based on Maslow demand level theory,the non monetary incentive mechanism is designed individually,which can build an independent development platform for the growth and development of employees,explore the potential of knowledge-based employees,and solve the problem of large turnover of employees from the perspective of "pay retention,emotional retention and achievement retention",Meanwhile,it helps enterprises improve their core competitiveness to promote and maintain the sustainable development of JL,meet the requirements of customers and society on technical level and engineering quality of JL construction company,and realize the win-win situation of knowledge-based employees and enterprises. |
