【作者】 顾洁；

【导师】 路琳；

【作者基本信息】 上海交通大学 ， 工商管理（MBA）（专业学位）， 2019， 硕士

【摘要】 近年来,随着互联网和云计算的兴起,越来越多的企业开始接受云计算的概念,并着手将公司的信息技术设施迁移至公有云平台。作为新型的信息技术服务方式,云计算服务的需求量迅速增长,随之而来的是对云计算服务人才需求的增大。作为知识型员工,云计算服务人才是对接云计算平台产品和客户的重要桥梁,云计算服务人才的流失,不仅会造成相关的信息和技术的流失,同时也会影响客户使用云计算服务的体验,最终影响企业的业务。只有更好的关注云计算服务人才的需求,通过有效的激励措施留住这些人才,才能为企业保留核心的资源,在后续竞争中占据优势。M公司是一家享誉全球的计算机软件公司,在近些年向云计算服务提供商转变的过程中,依托公司与企业客户长期合作的基础,以及对企业级市场的充分了解,M公司的云计算平台业务成长迅速。与此同时,M公司也面临着严峻的人才竞争形势。在中国市场,2017年M公司云计算服务人才的流失率接近20%,远高于公司的其他主营业务。从企业战略层面来看,M公司在中国的云计算业务目前还处于上升阶段,一方面需要追赶处于领先地位的竞争对手,占据更多的市场份额;另一方面,还需要继续扩展和强化现有的云计算业务的服务能力,谨防其他竞争对手的追赶。要实现上述目标,M公司需要一个成熟稳定的团队,而高离职率显然会阻碍上述目标的实现。从数据分析结果来看,M公司云计算服务人才流向比较集中,其中流向国内互联网公司A公司的人员占总离职人员的四分之一以上。通过研究M公司云计算服务人才流向A公司的原因,可以了解M公司现有激励体系中对云计算服务人才激励的不足。本研究对通过对M公司云计算服务业务背景、组织架构、企业文化以及云计算服务人才流失情况的问题进行阐述,以工作特征模型和激励理论研究结果为基础,并以M公司员工流向A公司的云计算服务人才为研究对象,从讨论研究方法开始,设计深度访问的提纲,制定访问对象的筛选条件,对满足条件的4位受访者进行了深度访谈。在对访谈内容进行开放式编码后,提炼出13项对从M公司到A公司的云计算服务人才有显著激励作用的因素,之后按轴心式编码的方式,归纳出6大类的激励因素。通过进一步的研究和整理,按照工作设计特征和组织文化特征这两个维度,归纳出基于工作特征和组织文化的二元激励模型。最后,通过对二元激励模型的6大类因素:任务重要性、任务完整性和技能多样性、工作自主性和反馈、合作氛围、高层领导力和目标激励在A公司和M公司云计算业务中的情况进行对比分析,找出每个激励因素对从M公司到A公司的云计算服务人员有显著激励作用的原因,为之后M公司依据此模型对云计算服务人才激励体系再设计提供理论依据。最后,以总结出的工作特征和组织文化的二元激励模型为将来M公司在云计算服务人才进行激励提出相应建议,以帮助M公司在云计算服务领域的人才之争中提高整体竞争力,为M公司的长期发展做出贡献。更多还原

【Abstract】 With the advent of the Internet and cloud computing in recent years,more and more companies are beginning to embrace the idea of cloud computing and starting migrating their information technology facilities to public cloud platforms.As a new way of information technology service,the demand of cloud computing service is increasing rapidly,and the demand of cloud computing service talent is increasing as well.As a knowledge worker,cloud computing service talent is an important bridge between cloud computing platform products and customers,and the separation of cloud computing service personnel will result in the loss of related information and technology,and will affect customers’ experience of using cloud service and ultimately affect the business.A better focus on the needs of cloud computing talent,through effective incentives to retain these talents actually help to retain the core resources for enterprises,as well as occupying an advantage in the future competition.As a world-famous computer software enterprise,M company,is in the process of transformation to cloud computing service provider in recent years,relies on the foundation of long-term cooperation with enterprise customers and the full understanding of enterprise-level market,the company’s cloud computing platform business grows rapidly.At the same time,the company also faces a huge talent competition pressure.In the Chinese market,M company’s cloud computing services talent turnover rate was nearly 20% in 2017,which was much higher than the company’s other main business units.From the corporate strategy level,M company China’s cloud computing business is still in the ascendant stage,on one hand,it needs to catch up with the current leading competitor,occupy more market share,and on the other hand,it also needs to continue to expand and strengthen the existing cloud computing business services capabilities,beware of other competitors to catch up.Achieving these goals requires a mature and stable team,and a high turnover rate clearly hinders the achievement of the goals.Per the data analysis result,M company China cloud computing service personnel flow was concentrated,which flew to a domestic internet company named A company,whose personnel accounted for more than one-fourth of the total turnover staff.The research of M company China cloud computing service talent flow to A company can help to understand the shortcomings of M company’s existing incentive system in the cloud computing service talent incentives.This paper expounds the problems of business background,organizational structure,organization culture and brain drain of cloud computing service of M company,and based on the job characteristics model and motivation theory research results,takes M company employee to the cloud computing service talent of Company A as the research object,starting from discussion research method,develop an outline of in-depth interview.After that,the screening criteria of the object were developed,and the 4 interviewees who met the conditions were interviewed in depth.After the open coding of the interview content,13 factors that have a significant incentive effect on the cloud service personnel from M company to A company are extracted,and then,by the way of axial coding,6 categories of incentive factors are summed up.Through further research and collation,according to the job characteristics and organizational culture characteristics of the two dimensions,summed up based on the job characteristics model and organizational culture of the dual incentive model.Finally,through the dual incentive model of the 6 major categories of factors,such as task importance,task integrity and diversity,work autonomy and feedback,cooperation atmosphere,high-level leadership and target incentives in A company and M company cloud computing business situation in a comparative analysis,to find out the reason why these incentive factors are significant to the cloud computing service personnel leaving from M company to A company,then it provides the theoretical basis for the redesign of the cloud computing service talent incentive system in M company.Finally,the paper provides the proposals and suggestions through job characteristics and organizational culture dual incentive model for M company in the cloud computing service talent incentive,which will help M company to improve the overall competitiveness in long-term development.更多还原