水務行業被兼併企業員工工作滿意度研究 —以JSSW公司為例

Abstract

隨著我國經濟社會的快速發展和人們環境意識的提升，社會各界對水資源、水環境的高度重視，水務事業進入了快速發展階段。目前國內水務行業群雄割據，國際水務企業巨頭、國有大型水務集團、民營資本形成激烈競爭，而競爭的領域也從初期的資本競爭上升為資本、運營能力、服務水準、社會責任的綜合競爭。水務作為公益性社會事業，同時也是服務性行業，社會對供水的安全性、服務品質始終保持著高度的關注。員工直接參與水務企業的生產和對外服務，員工滿意不滿意，對能否保障供水安全、優質服務，充分履行社會責任就顯得十分重要。本文通過研究JSSW公司三個不同並購時期專案公司的員工工作滿意度狀況，分析不同並購時期員工工作滿意度的關鍵因素，根據調查分析的結果提出提高員工工作滿意度的改進措施，進一步豐富了員工工作滿意度的理論研究和實踐結果。 JSSW公司是中國國有大型水務集團下屬的區域分公司。本文主要對J公司分別於2006年並購的H公司，2008年並購的L公司，2010年並購的S公司的員工工作滿意度進行隨機抽樣問卷調查，採取李克特5級量表重點分析工作滿意度與員工的個人變數以及薪酬福利、工作環境、領導行為、發展空間、企業文化、離職傾向6個滿意度維度之間的關係，本次調查共發放問卷400份，回收問卷380份，有效問卷356份，經統計分析，HA 公司員工總體工作滿意度為4.6756，LY公司員工總體工作滿意度為3.7042，SY公司員工總體工作滿意度為4.1714。針對調查結果，提出了提高員工的薪酬滿意度、為員工創造良好的發展空間、提高員工企業文化認可度和為員工創造良好的工作環境、提高員工的上司滿意度等5個方面的提升建議及具體措施。 本文的創新之處在于利用李克特5級量表進行員工工作滿意度調查，特別是對不同並購時期的專案公司的員工工作滿意度進行分析，尋找影響員工工作滿意度的瓶頸，並就J公司如何進一步改進企業管理、建設企業文化提出了切實可行的改進措施，對於提升J公司企業管理水準、提升企業軟實力有積極的指導意義。

With China's rapid economic and social development, enhancement of people's environmental awareness, as well as increased social attention from all walks of life on water resources and water environment, domestic water industry has entered a rapid development stage. Domestic water industry is fragmented now; fierce competition is formed by giant international water companies, large state-owned water group, and private capital enterprises. The focus of competition has also converted from initial capital competition to comprehensive competition of capital, operating capacity, service level and social responsibility. Water industry is public welfare social undertakings, so the society always maintains high attention on the safety and service level of water supply. Employees are directly involved in water production and customer service, therefore, acquiring their satisfaction is quite important to ensure the safety and service level of water supply. Through research on employees’ job satisfaction status of three affiliated companies at different period, this paper analyzes key factors of employees’ job satisfaction and puts forward measures of improving employees’ job satisfaction based on survey results, this further enriches the theoretical and practical study of employees’ job satisfaction. JSSW Company is a regional branch of a state-owned large-scale water group. This paper conducts random sampling questionnaire survey on employees’ job satisfaction of three acquired affiliated companies, which are HA Company (acquired in 2006), LA Company (acquired in 2008), and SY Company (acquired in 2010); adopts Likert 5-point scale to analyze the relationship between job satisfaction and demographic variables, six dimensions of job satisfaction (compensation benefit, work environment, superior leadership behavior, development space, corporate culture and turnover intention). The questionnaire survey distributed 400 questionnaires in total, 380 questionnaires were recovered and 356 effective questionnaires were confirmed. According to analysis results, overall employees’ employees’ job satisfaction of HA Company, LY Company and SY Company are 4.6756, 3.7042 and 4.1714 respectively. In view of survey results, this paper puts forward several suggestions and measures from five aspects, which are improving employees' compensation benefit satisfaction, creating broad space for development, enhancing corporate culture recognition, providing satisfying work environment, improving supervisor leadership behavior. The innovation of this paper lies in adopting Likert 5-point scale to survey employee job satisfaction, analyzing job satisfaction of three affiliated companies acquired at different times. This paper finds out the bottlenecks affecting employee job satisfaction, and proposes feasible improvement measures for J Company on how to enhance internal management and culture construction, which has positive impact for improving management level and culture soft power.