企业研发团队成员满意度评价与提升机制研究
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摘要
随着经济与社会的发展,企业面临的竞争日益激烈,而新产品、新技术的开发逐渐成为企业,尤其是高新技术企业保持强劲竞争优势的基本手段。新产品、新技术的开发需要企业人力、物力、财力等资源的有效支持,在这些资源中,最具能动性的就是人力资源,而且由于研发工作难度大、程式化程度低,目前大多数企业的研发人员都采用团队合作的工作形式。对研发团队进行有效的管理、对研发团队的成员进行恰当的激励是保障团队创新性产出和企业优质绩效的基础,也是研发团队员工在工作过程中获得各类需求满足的源泉,因此本文从提升员工满意度的角度对研发团队成员的管理和激励问题进行深入分析与研究。
总体来讲,本文首先运用调查问卷的方式对企业研发团队成员对满意度的理解进行调研,从中发现影响其满意度的各类因素及重要程度,并基于此构建研发团队成员的满意度评价体系。接着,本文根据研发团队成员的需求特点和工作特点,分别对其报酬满意度提升、学习与成长满意度提升以及工作本身及环境满意度提升问题进行了研究,并提出了相应满意度提升方法。为了将研究结果应用于实践,本文还选择了一个案例企业进行实证分析,提出了该企业提升研发团队成员满意度的对策和建议。最后,根据研究内容,本文对研究结论、研究存在的不足和进一步研究的展望进行了阐述。
本文的主要创新点和贡献包括以下几个方面:
1、运用调查问卷的方式,根据研发团队成员对满意度的理解,提出影响其满意度的各类因素,并运用因子分析对这些因素进行了维度划分,进一步提出了适合于研发团队成员的需求层次。另外,将提取的影响因素作为指标体系,对比可用的满意度评价方法,以灰色模糊评价方法为例构建了研发团队成员满意度评价体系,并提出“满意度—影响权重”矩阵作为满意度评价结果的分析指导。
2、组织、团队和个人三个层面是决定研发团队成员报酬的要素,而报酬影响其满意度主要通过报酬绝对值、报酬结构、报酬公平性及客观性等。基于此,本文将研发团队成员的工作努力分为个体任务努力、帮助(或拆台)努力、合作任务努力,运用委托代理理论构建了激励研发团队成员的静态报酬与动态报酬模型。在静态模型中,将研发工作视为静态单阶段,主要考虑的满意度影响参数为员工风险规避度、公平偏好及不确定性,对为研发团队成员设计的各个报酬系数进行了深入讨论;而动态模型以静态模型为基础,将研发工作看做多阶段多任务工作,并将企业对研发团队成员能力的修正、晋升以及同事之间的相互监督等动态因素进行综合考虑,得到的结论更符合企业实践。研究结论显示,为了提升研发团队成员对报酬体系的满意度,首先应该建立客观完善的团队成员绩效评价体系以保证报酬实施的客观性和公平性;企业为团队成员设置的固定报酬也能起到长期激励的目的;绩效激励系数包括个体激励系数与整体激励系数,而两者之间如何配比、如何调整需要结合员工的各种满意度影响因素,具体问题具体分析;为了取得长期的激励效果,企业在为研发团队成员设置基本报酬结构的同时,应该对其长期发展的晋升性报酬等的激励作用给予充分考虑。
3、学习对研发团队成员的满意度具有较强的预测作用,而企业可以通过组织培训和推动团队成员之间的知识共享提升研发团队成员的满意度。本文首先分析了研发团队成员的知识和学习特点,然后对组织在培训体系设计及实施过程中提升研发团队成员满意度的关键环节进行了分析,运用贝叶斯后验概率公式对企业培训决策与员工满意度的关系进行了研究。除此之外,基于研发团队成员知识异质性的特点,运用进化博弈模型对成员之间的知识共享对各种需求的满足程度进行了讨论,并将由知识异质性导致的突变因素考虑在模型中,研究结论表明知识异质性程度越高的知识共享越容易,而需要组织激励力度越小,但这必须建立在成员对知识共享成就感、归属感的感知符合理论假设的条件下。
4、研发工作的高挑战性、低程式化以及研发类员工的个体特点决定了工作本身对研发团队成员满意度的提升具有重要作用。通过对基本工作特征模型的分析,本文提出了适合于研发团队成员的工作特征模型,对核心工作特征、关键心理状态以及结果等进行了详细说明,并基于此运用委托代理理论建立了研发团队成员工作设计模型,通过对模型的求解分析,得到了研发团队成员工作重要性、自主性以及关联性等工作本身特性的设计方法。另外,工作环境是研发团队成员进行工作的条件保障,本文通过文献及调研分析,对影响研发团队成员的软环境—领导行为和团队文化进行了研究。结论表明,交易型领导行为是研发团队成员满意的基础,但变革型领导行为是提升研发团队成员满意度的有效领导行为;支持型团队文化和革新型团队文化更符合研发团队成员对工作的满意程度。
Due to socioeconomic advancement and ever-increasing fierce competition faced by an enterprise, development of new products and technology has become its fundamental means for maintaining driving and competitive edge, particularly, it is true of a high-tech company. The development of new products and technology require the effective support of resources like manpower, materials and finance, among which the most initiative resource is manpower. Moreover, the working style of cooperative form is widely adopted by R&D members in most enterprises because of great difficulty and low routinization of R&D tasks. Thus, how to effectively manage and appropriately motivate R&D members has become a basic issue in ensuring the team’s innovative output and quality performance for the enterprise as well as in satisfying various needs of R&D team members during the working process. Therefore, this thesis will comprehensively analyze and discuss the managerial and motivational work for R&D team members from the perspective of enhancing their job satisfaction.
In general, the R&D team members’understanding of satisfaction is investigated firstly via questionnaire to discover factors influencing satisfaction and their degree of importance to ultimately design the satisfaction evaluation system. Then, the issues like improvement in reward-, learning- and growth-, work itself-and environment satisfaction are explored and satisfaction enhancement methods are posited in accordance with characteristics of R&D team members’needs and work. A case is empirically analyzed to apply the research findings to practice. Meanwhile, countermeasures and recommendations in improving R&D team members’satisfaction are put forward. Finally, the conclusion, limitations and future research directions are discussed.
The contributions of this dissertation are as follows:
I. Various elements influencing R&D team members’satisfaction are put forward via survey and based on their understanding of satisfaction, subsequently facets of these elements are conducted using factor analysis, and hierarchical needs suitable for them is posited. Moreover, taking extracted factors as index system and in comparison with the applicable satisfaction evaluation approaches, satisfaction evaluation system for R&D team members is constructed via gray fuzzy evaluation method, and matrix of satisfaction-influencing weight is suggested as an analytical guidance for satisfaction evaluation results.
II. Three elements-organization, team and individuals are decisive of remuneration for R&D team members, which influences their satisfaction through its absolute value, structure, equity and objectivity. Thus, the efforts of R&D team members are categorized as individual task orientation, assistance (or counteraction) orientation, cooperation orientation, and both static and dynamic reward models for motivating R&D team members is conceived utilizing principal-agent theory. In the static model, R&D work is considered as static and uni-stage, and parameters influencing satisfaction mainly taken into consideration are risk avoidance, equity preference and uncertainty. The reward coefficients designed for R&D team members are further discussed respectively. The dynamic model which has taken developing elements such as capability modification, promotion and mutual supervision among colleagues into consideration is built upon the static one, and R&D work is considered as multi-stages and multi-tasks. Therefore the results are more conformable to actual practices in the enterprise. The research findings are (1) an objective and comprehensive performance evaluation system for R&D team members should be firstly constructed to ensure objectivity and equity of a reward system to eventually improve their satisfaction with it; (2) a fixed reward system set up by the enterprise can also play the role of long-term motivation for its members; (3) performance motivation coefficients consist of individual- and team wide-motivation coefficients, and how to proportionate and adjust between these two should incorporate all the factors influencing satisfaction and should be conducted according to the specific situation; (4) when the enterprise sets up the basic, reward structure for R&D team members, the function of promotional and reward motivation for their long-term development should be fully considered to achieve the goal of perennial motivation.
III. Learning is a rather significant predictor for satisfaction of R&D team members, and the enterprise could enhance their satisfaction through organizational training and facilitation of knowledge sharing among them. Their knowledge and learning features are analyzed at first; then critical steps in enhancing satisfaction of R&D team members during the period of training system design and implementation are explored; finally, the relationship between training decision and members’satisfaction is studied via Bayesian posterior probability formula. In addition, the extent of that diversified needs are met and knowledge is shared is also discussed using evolutionary game model based on heterogeneous characteristics of knowledge possessed by team members. Meanwhile, mutation elements resulted from knowledge heterogeneity is subsumed in the model. The findings show that the higher the knowledge heterogeneity is, the easier in knowledge sharing, and the lower the organizationally motivational efforts. However, the prerequisite is that members’perception of achievement in knowledge sharing and sense of belongingness must conform to the theoretical hypotheses.
IV. R&D work itself plays an important role in enhancing their satisfaction due to higher degree of challenge, low routinization and individualized features of R&D team. The dissertation puts forth the job characteristic model suitable for R&D team members based on the analysis of basic job characteristic model, and core work features, key psychological status and outcomes are elaborated respectively. On top of that, work design model is constructed for R&D team members using principal agent theory, and analysis of the model results in design methods which are inherent to the work itself such as job importance, autonomy and correlation. Besides, work environment is a conditional guarantee for R&D team members to fulfill their work, and leadership behaviors and team culture which influence soft environment of the team is discussed as well. The findings demonstrate that transactional leadership behavior is the foundation of their satisfaction, while transformational leadership behavior is effective in improving their satisfaction; supportive and innovation team culture better conforms to their satisfaction at R&D work.
总体来讲,本文首先运用调查问卷的方式对企业研发团队成员对满意度的理解进行调研,从中发现影响其满意度的各类因素及重要程度,并基于此构建研发团队成员的满意度评价体系。接着,本文根据研发团队成员的需求特点和工作特点,分别对其报酬满意度提升、学习与成长满意度提升以及工作本身及环境满意度提升问题进行了研究,并提出了相应满意度提升方法。为了将研究结果应用于实践,本文还选择了一个案例企业进行实证分析,提出了该企业提升研发团队成员满意度的对策和建议。最后,根据研究内容,本文对研究结论、研究存在的不足和进一步研究的展望进行了阐述。
本文的主要创新点和贡献包括以下几个方面:
1、运用调查问卷的方式,根据研发团队成员对满意度的理解,提出影响其满意度的各类因素,并运用因子分析对这些因素进行了维度划分,进一步提出了适合于研发团队成员的需求层次。另外,将提取的影响因素作为指标体系,对比可用的满意度评价方法,以灰色模糊评价方法为例构建了研发团队成员满意度评价体系,并提出“满意度—影响权重”矩阵作为满意度评价结果的分析指导。
2、组织、团队和个人三个层面是决定研发团队成员报酬的要素,而报酬影响其满意度主要通过报酬绝对值、报酬结构、报酬公平性及客观性等。基于此,本文将研发团队成员的工作努力分为个体任务努力、帮助(或拆台)努力、合作任务努力,运用委托代理理论构建了激励研发团队成员的静态报酬与动态报酬模型。在静态模型中,将研发工作视为静态单阶段,主要考虑的满意度影响参数为员工风险规避度、公平偏好及不确定性,对为研发团队成员设计的各个报酬系数进行了深入讨论;而动态模型以静态模型为基础,将研发工作看做多阶段多任务工作,并将企业对研发团队成员能力的修正、晋升以及同事之间的相互监督等动态因素进行综合考虑,得到的结论更符合企业实践。研究结论显示,为了提升研发团队成员对报酬体系的满意度,首先应该建立客观完善的团队成员绩效评价体系以保证报酬实施的客观性和公平性;企业为团队成员设置的固定报酬也能起到长期激励的目的;绩效激励系数包括个体激励系数与整体激励系数,而两者之间如何配比、如何调整需要结合员工的各种满意度影响因素,具体问题具体分析;为了取得长期的激励效果,企业在为研发团队成员设置基本报酬结构的同时,应该对其长期发展的晋升性报酬等的激励作用给予充分考虑。
3、学习对研发团队成员的满意度具有较强的预测作用,而企业可以通过组织培训和推动团队成员之间的知识共享提升研发团队成员的满意度。本文首先分析了研发团队成员的知识和学习特点,然后对组织在培训体系设计及实施过程中提升研发团队成员满意度的关键环节进行了分析,运用贝叶斯后验概率公式对企业培训决策与员工满意度的关系进行了研究。除此之外,基于研发团队成员知识异质性的特点,运用进化博弈模型对成员之间的知识共享对各种需求的满足程度进行了讨论,并将由知识异质性导致的突变因素考虑在模型中,研究结论表明知识异质性程度越高的知识共享越容易,而需要组织激励力度越小,但这必须建立在成员对知识共享成就感、归属感的感知符合理论假设的条件下。
4、研发工作的高挑战性、低程式化以及研发类员工的个体特点决定了工作本身对研发团队成员满意度的提升具有重要作用。通过对基本工作特征模型的分析,本文提出了适合于研发团队成员的工作特征模型,对核心工作特征、关键心理状态以及结果等进行了详细说明,并基于此运用委托代理理论建立了研发团队成员工作设计模型,通过对模型的求解分析,得到了研发团队成员工作重要性、自主性以及关联性等工作本身特性的设计方法。另外,工作环境是研发团队成员进行工作的条件保障,本文通过文献及调研分析,对影响研发团队成员的软环境—领导行为和团队文化进行了研究。结论表明,交易型领导行为是研发团队成员满意的基础,但变革型领导行为是提升研发团队成员满意度的有效领导行为;支持型团队文化和革新型团队文化更符合研发团队成员对工作的满意程度。
Due to socioeconomic advancement and ever-increasing fierce competition faced by an enterprise, development of new products and technology has become its fundamental means for maintaining driving and competitive edge, particularly, it is true of a high-tech company. The development of new products and technology require the effective support of resources like manpower, materials and finance, among which the most initiative resource is manpower. Moreover, the working style of cooperative form is widely adopted by R&D members in most enterprises because of great difficulty and low routinization of R&D tasks. Thus, how to effectively manage and appropriately motivate R&D members has become a basic issue in ensuring the team’s innovative output and quality performance for the enterprise as well as in satisfying various needs of R&D team members during the working process. Therefore, this thesis will comprehensively analyze and discuss the managerial and motivational work for R&D team members from the perspective of enhancing their job satisfaction.
In general, the R&D team members’understanding of satisfaction is investigated firstly via questionnaire to discover factors influencing satisfaction and their degree of importance to ultimately design the satisfaction evaluation system. Then, the issues like improvement in reward-, learning- and growth-, work itself-and environment satisfaction are explored and satisfaction enhancement methods are posited in accordance with characteristics of R&D team members’needs and work. A case is empirically analyzed to apply the research findings to practice. Meanwhile, countermeasures and recommendations in improving R&D team members’satisfaction are put forward. Finally, the conclusion, limitations and future research directions are discussed.
The contributions of this dissertation are as follows:
I. Various elements influencing R&D team members’satisfaction are put forward via survey and based on their understanding of satisfaction, subsequently facets of these elements are conducted using factor analysis, and hierarchical needs suitable for them is posited. Moreover, taking extracted factors as index system and in comparison with the applicable satisfaction evaluation approaches, satisfaction evaluation system for R&D team members is constructed via gray fuzzy evaluation method, and matrix of satisfaction-influencing weight is suggested as an analytical guidance for satisfaction evaluation results.
II. Three elements-organization, team and individuals are decisive of remuneration for R&D team members, which influences their satisfaction through its absolute value, structure, equity and objectivity. Thus, the efforts of R&D team members are categorized as individual task orientation, assistance (or counteraction) orientation, cooperation orientation, and both static and dynamic reward models for motivating R&D team members is conceived utilizing principal-agent theory. In the static model, R&D work is considered as static and uni-stage, and parameters influencing satisfaction mainly taken into consideration are risk avoidance, equity preference and uncertainty. The reward coefficients designed for R&D team members are further discussed respectively. The dynamic model which has taken developing elements such as capability modification, promotion and mutual supervision among colleagues into consideration is built upon the static one, and R&D work is considered as multi-stages and multi-tasks. Therefore the results are more conformable to actual practices in the enterprise. The research findings are (1) an objective and comprehensive performance evaluation system for R&D team members should be firstly constructed to ensure objectivity and equity of a reward system to eventually improve their satisfaction with it; (2) a fixed reward system set up by the enterprise can also play the role of long-term motivation for its members; (3) performance motivation coefficients consist of individual- and team wide-motivation coefficients, and how to proportionate and adjust between these two should incorporate all the factors influencing satisfaction and should be conducted according to the specific situation; (4) when the enterprise sets up the basic, reward structure for R&D team members, the function of promotional and reward motivation for their long-term development should be fully considered to achieve the goal of perennial motivation.
III. Learning is a rather significant predictor for satisfaction of R&D team members, and the enterprise could enhance their satisfaction through organizational training and facilitation of knowledge sharing among them. Their knowledge and learning features are analyzed at first; then critical steps in enhancing satisfaction of R&D team members during the period of training system design and implementation are explored; finally, the relationship between training decision and members’satisfaction is studied via Bayesian posterior probability formula. In addition, the extent of that diversified needs are met and knowledge is shared is also discussed using evolutionary game model based on heterogeneous characteristics of knowledge possessed by team members. Meanwhile, mutation elements resulted from knowledge heterogeneity is subsumed in the model. The findings show that the higher the knowledge heterogeneity is, the easier in knowledge sharing, and the lower the organizationally motivational efforts. However, the prerequisite is that members’perception of achievement in knowledge sharing and sense of belongingness must conform to the theoretical hypotheses.
IV. R&D work itself plays an important role in enhancing their satisfaction due to higher degree of challenge, low routinization and individualized features of R&D team. The dissertation puts forth the job characteristic model suitable for R&D team members based on the analysis of basic job characteristic model, and core work features, key psychological status and outcomes are elaborated respectively. On top of that, work design model is constructed for R&D team members using principal agent theory, and analysis of the model results in design methods which are inherent to the work itself such as job importance, autonomy and correlation. Besides, work environment is a conditional guarantee for R&D team members to fulfill their work, and leadership behaviors and team culture which influence soft environment of the team is discussed as well. The findings demonstrate that transactional leadership behavior is the foundation of their satisfaction, while transformational leadership behavior is effective in improving their satisfaction; supportive and innovation team culture better conforms to their satisfaction at R&D work.
引文
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