Research Of Satisfaction Evaluation And Its Improvement Mechanism For Enterprise R&D Team Members

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.