基于組織公平理論的高校人力資源激勵的研究.pdf

1、武漢理工大學碩士學位論文基于組織公平理論的高校人力資源激勵的研究姓名：朱莉英申請學位級別：碩士專業(yè)：教育經(jīng)濟與管理指導教師：丁漢初吳時明20071101武漢理工大學碩士學位論文AbstractUniversityHumanResourceisthebasicpowerofthedevelopmentofoneUniversitywhiletheworkofincentive啪makethemshowtheirgreatvitalityS

2、inceUniversityHumanResourcehavetheiruniquefeatureonthepursuitofgoalsandvalueorientationjusticeandorgationaljusticeconstructtheimportantfactorsofUniversityHumanR器oRrce’sincentiveneintrodictionofOrganizationalJusticeTheory

3、totheincentiveofUniversityHumanResourcec鋤buildafairorganizationalenviornmenteffectively，execitetheb舢eSpotential，thentheirenthusiasm，“6atiVeandcreativityCallbeinspiredThethesisstartedfromelaboratingthetheoryofOrganization

4、alJustice，dissertatedtheconceptandcharacteristicsofdiatuibutivejusticeproceduraljusticeandinteractivejusticerespectivelyonthebasisofanalysingthee&∞nceandapplieabilityoftheOrganizationalJusticeTheory，thepracticalsignfican

5、eeofthetheoryisillustrated，thentherelationshipbetweenincentiveandfairwasexplainedthefaircharacteristicsofUniversityHumanResourceIncentiveareinfocus，atlast，wecalldrewaconclusionthattheusuageofOrganizatioaniJusticeinUniver

6、sityHumanResourceIncentiveiSamustandeffectiveHowtollsethistheorydisseussionswelemade，firstlywemustlearnandunderstandthetheorysystematicallythensystemreformandmechanisminnovationarcnecessaryOnthepartofmechanisminnovationw

7、eprobedintotheevaluationofencourgingresults，andmadeamathematiemodelaswellBasedontheresearchinordertoevokeUIliversityHumanResourcesenthusiam，wemustgraspthemeaningoffairattimes，payattentiontOefficiencyandsafeguardjuatice，u

8、∞therelativityoffairtobefairlytothesat正secondlyuniversitieshavetosetupanincentivemechanismsystemwhichsuitable，pratieialandfeasibiefortherealityofthemselves。sticktotheobjectivityofjustice，finallyanimpersonalevaluationsyst

9、emshoudbeestablishedtogivesecuritytoincentiveWeaffmnthatonlyonthebasisoffairnessCanindividualpaymoreeffortifhefeelsthecloselinkbetweenrewardsandeffortsmakemoreeffortsandthenacIvancetlleirperformanceKeywords：Organizationa