The Quantitative Research Of State Enterprise Staff’sspiritual Motivation

In the era of knowledge-driven economy, human capital has become an indispensable factor of the core competitiveness of an enterprise. A lot of enterprises are trying their efforts to cultivate and motivate their employees in order to develop their potential and passion. State owned enterprises are playing important roles in the economic development of our country. Nowadays the employee incentive of state owned enterprises consists more in the material side rather than the spiritual one. Under the context of descending effect of homogenized material incentive, this article is to provide scientific argument for the spiritual incentive plan.After reviewing the literatures, a few questions have been arisen in my research in order to build an indicative system to measure employees’ satisfaction towards spiritual incentive. Based on the dual factor theory and the comparison among twelve satisfaction evaluation systems and more than two hundred indicators, this article has selected ten indicators, sorted them according to their dual-factor characteristics and finally formed a system to evaluate the satisfaction towards spiritual incentive of state-owned enterprise employees. The optimized system is constituted with aggressive incentive including participation, career development, training, role modeling, honor, objective and achievement and conservative incentive including interpersonal relationship, work atmosphere and corporate culture. This article utilized analytic hierarchy process to weight each indicator, thereby designated a questionnaire with 34 accurately targeted questions to evaluate the employee satisfaction in stated-owned enterprises.In this article, four affiliated stated owned investment companies have been selected as empirical targets. The research subjects are grouped by gender, age, working age, position, etc. The result indicated that employees are generally satisfied with their company. From a dual factor aspect, the conservative incentive shows a better effect than aggressive incentive. Detailed indicator of aggressive motivation ranked as follow, role modeling>participation>Honor>target>achievement>career development>training. Detailed indicators of conservative incentives are as follows, work atmosphere>interpersonal relation>corporate culture. The result of the four companies is wholly-owned subsidiary C> Holding subsidiary D>A Parent company. On the other hand, managers are more satisficed then junior employees, male are more satisficed then female, new employees are more satisficed then elder employees. Moreover, young employees and those who have high academic qualifications have better satisfactions.As the empirical result, the basis of the incentive mechanism shall start with the formation of employees’ ambition. Meanwhile, incentive plans are supposed to be made differently according to different individuals so that the result will take effect gradually and therefore the efficiency of the whole enterprise can be improved.