Airport; Human Resource Management; Staff; Incentive Mechanism; Two-factor Theory.
飞机场;人力资源管理;员工;激励机制;双因素理论。

Airport management has been integrated into the modern enterprise management concept, and the original management system is being broken, which puts higher requirements on the human resources department. The current human resources management mode is difficult to mobilize the enthusiasm of employees due to the lack of perfect incentive mechanism, resulting in the development of related work is not ideal. Some foreign researchers have studied some methods to motivate employees. Koontz(1993) believes [1] that “motivation” is a series of chain reactions: individual needs $\to$$\to$rarr\rightarrow individual goals $\to$$\to$rarr\rightarrow individual unmet wishes $\to$$\to$rarr\rightarrow individualactual actions $\to$$\to$rarr\rightarrow individual satisfaction. Carolyn(2009) [2] pointed out that the motivation for employees should not only rely on the provision of satisfactory salary, but also pay attention to the spiritual motivation of employees, including the cultivation and respect of employees. Only by stimulating the enthusiasm of employees in learning to the maximum extent can the company create the greatest wealth and value. Xia Yan (2016) [3] analyzed the crucial influence of salary incentive factors on human resource management, and came up with effective methods to optimize salary incentive, deepen internal management of enterprises, and lay the foundation of talent reserve for the realization of long-term development and sustainable road of enterprises. Liu Xingmei and Liang Xu (2017) [4] used Maslow’s hierarchy of needs theory to explain that different levels of employees in an enterprise have different needs. The higher the level of employees, the more attention they pay to their spiritual needs. The research points out that different plans should be given for different needs of employees, and a more reasonable
机场管理已经融入现代企业管理理念，原有的管理制度正在被打破，这给人力资源部门提出了更高的要求。目前的人力资源管理模式由于缺乏完善的激励机制，难以调动员工的积极性，导致相关工作的发展并不理想。一些外国研究人员研究了一些激励员工的方法。Koontz（1993） 认为 [1] “动机”是一系列连锁反应：个人需求 $\to$$\to$rarr\rightarrow 、个人目标 $\to$$\to$rarr\rightarrow 、个人未满足的愿望 $\to$$\to$rarr\rightarrow 、个人实际行动 $\to$$\to$rarr\rightarrow 、个人满意度。Carolyn（2009） [2] 指出，员工的激励不仅要靠提供满意的薪水，还要关注员工的心灵激励，包括对员工的培养和尊重。只有最大限度地激发员工的学习热情，公司才能创造最大的财富和价值。夏燕 （2016） [3] 分析了薪酬激励因素对人力资源管理的关键影响，提出了优化薪酬激励、深化企业内部管理的有效方法，为实现企业长期发展和可持续之路奠定人才储备基础。Liu Xingmei 和 Liang Xu （2017） [4] 使用马斯洛需求层次理论解释企业中不同层次的员工有不同的需求。员工级别越高，他们就越关注自己的精神需求。研究指出，应针对员工的不同需求给出不同的计划，并且更合理
and effective differentiated incentive plan should be designed. The basic staff should be mainly given material incentives; The middle managers should increase the proportion of spiritual incentives and appropriately reduce material incentives; The senior managers should be mainly inspired by spirit. Wang Lin and Gao Feng (2013) [5] believe that China’s airlines generally lack knowledge workers, which has become the main bottleneck of enterprise development. At present, most of the management personnel in China’s aviation enterprises are general talents, lacking “professional” and compound talents. Zhou Wenxia et al. (2020) [6], through a field questionnaire survey of employees, concluded that organizational identity can promote the perceived fairness of performance evaluation and the impact on their work performance.
并应设计有效的差异化激励计划。主要给予基层员工物质奖励;中层管理者要提高精神激励的比例，适当减少物质激励;高级管理人员应以精神为主要灵感。Wang Lin 和 Gao Feng （2013） [5] 认为，中国航空公司普遍缺乏知识型员工，这已成为企业发展的主要瓶颈。目前，我国航空企业中的管理人员大多是通用型人才，缺乏“专业化”和复合型人才。周文霞 et al. （2020） [6]通过对员工的现场问卷调查得出结论，组织认同可以促进绩效评估的感知公平性及其对工作绩效的影响。
In order to innovate thinking, manage accurately and keep the company abreast with The Times, a useful employee incentive mechanism is the top priority of the company’s human resource management. Under this background, this paper introduces the two-factor theory and takes " X " Airport Group Company as an example to study the employee incentive mechanism model of large enterprises.
为了创新思维、精准管理、与时俱进，有用的员工激励机制是公司人力资源管理的重中之重。在此背景下，本文引入双因素理论，以“X”机场集团公司为例，对大型企业的员工激励机制模型进行了研究。

The two-factor Theory, also known as Motivator-Hygiene theory, was developed by the American behavioral scientist Fredrick Herzberg in the late 1950s. He believes that the health factors represent the most basic needs of human beings, and the incentive factors can bring people positive, satisfaction and motivation. Herzberg divides the relevant factors in enterprises into two types, namely, satisfaction factors and dissatisfaction factors. Satisfaction factor refers to the factors that can make people satisfied and motivated, mainly including the achievements in the work, the recognition and appreciation of the work results, the charm of the work itself, the sense of responsibility of the work, the progress made by the work five factors. The dissatisfaction factor refers to the factors that tend to produce opinions and negative behaviors, that is, the health factor. Health factors include the company’s policies and management, supervision, wages, colleague relations and working conditions. Herzberg’s twofactor incentive theory breaks down the traditional view of satisfaction or dissatisfaction. The opposite of satisfaction is no satisfaction, rather than dissatisfaction. Similarly, the opposite of dissatisfaction is not satisfaction, but the absence of dissatisfaction. Health factors are nonwork factors that, if satisfied, can eliminate dissatisfaction and maintain the original work efficiency, but do not motivate positive behavior. Motivating factors are related to the work itself or the work content. If these factors are satisfied, people can be greatly motivated. If they are not satisfied, they will not be as dissatisfied as the health factors. Table 1 for details on the contents of the two factors.
双因素理论，也称为激励者卫生理论，由美国行为科学家弗雷德里克·赫茨伯格 （Fredrick Herzberg） 于 1950 年代后期提出。他认为，健康因素代表了人类最基本的需求，而激励因素可以给人们带来积极、满足和激励。赫茨伯格将企业中的相关因素分为两类，即满意因素和不满意因素。满意因素是指能使人满意和有动力的因素，主要包括在工作中取得的成就、对工作成果的认可和赞赏、工作本身的魅力、工作的责任感、工作取得的进步这五个因素。不满意因素是指容易产生意见和消极行为的因素，即健康因素。健康因素包括公司的政策和管理、监督、工资、同事关系和工作条件。赫茨伯格的双因素激励理论打破了满意或不满的传统观点。满意的反面是不满意，而不是不满意。同样，不满意的反面不是满意，而是没有不满意。健康因素是非工作因素，如果满意，可以消除不满并保持原来的工作效率，但不能激励积极的行为。激励因素与工作本身或工作内容有关。如果满足这些因素，人们就会受到极大的激励。如果他们不满意，他们就不会像健康因素那样不满意。表 1 了解这两个因素的内容的详细信息。

Table 1. Herzberg’s two-factor theory
表 1.Herzberg 的双因素理论

In modern enterprise management, to mobilize the enthusiasm of employees, the first thing to ensure the health factors, to avoid staff dissatisfaction. However, it is more important to stimulate the enthusiasm of employees through incentive factors. Enterprises can use the twofactor theory to further deepen scientific management, drive the enthusiasm of employees, and better promote the unified development between enterprises and employees.
在现代企业管理中，要调动员工的积极性，首先要保证健康的因素，避免员工不满。但是，更重要的是通过激励因素来激发员工的积极性。企业可以利用双因素理论进一步深化科学管理，激发员工的积极性，更好地促进企业与员工的统一发展。

" X " Airport adheres to the people-oriented management philosophy, attaches great importance to cultural incentives, and strives to ensure that the realization of employees’ personal value is highly consistent with the development goal and direction of “X” Airport enterprise by strengthening the construction of corporate culture. The mechanism of human resource management in " X " Airport is divided into three levels: human resource management mechanism, human resource team and human resource efficiency [7]. The three levels are in progressive relationship. The orientation of the human resource management mechanism changes the human resource team, and the human resource team creates the human resource efficiency. Human resource effectiveness includes labor productivity, per capita revenue, per capita profit, labor cost input-output ratio and other indicators that can reflect the value created by human resources. Talent team includes the structure, quality, quantity, reserve rate, engagement and other indicators of the staff, which constitute the combat effectiveness of the talent team; The human resource management mechanism is composed of selection management, performance management, career management, training management, salary management and other functions, which is the specific mode of shaping the staff team, as shown in Figure 1. " X " Airport is committed to creating a good corporate culture atmosphere for employees, and at the same time, it also strives to create a comfortable and efficient office environment for employees in overseas stations. From the actual interests of all employees, it tries its best to solve practical problems for employees, and provides unique corporate characteristics of air tickets and vacation benefits. In addition, “X” Airport attaches great importance to the ground staff working in the airport, and provides them with economic benefits such as work clothes and commuting fare allowances. However, in recent years, the work performance and performance of the employees of “X” Airport in the whole company have shown a retrogressive trend. The main reason for the lack of team vitality lies in the failure to form an effective incentive mechanism to stimulate the enthusiasm of the employees, resulting in the general decline in the work efficiency of the employees and even the frequent jobhopping of outstanding technical talents.
“X”机场坚持以人为本的管理理念，高度重视文化激励，通过加强企业文化建设，努力确保员工个人价值的实现与“X”机场企业的发展目标和方向高度一致。“X”机场的人力资源管理机制分为三个层次：人力资源管理机制、人力资源团队和人力资源效率 [7]。这三个层次是渐进关系的。人力资源管理机制的定位改变了人力资源团队，人力资源团队创造了人力资源效率。人力资源效能包括劳动生产率、人均收入、人均利润、人工成本投入产出比等能够反映人力资源创造价值的指标。人才团队包括员工的结构、质量、数量、储备率、敬业度等指标，这些指标构成了人才团队的战斗力;人力资源管理机制由选拔管理、绩效管理、职业生涯管理、培训管理、薪酬管理等功能组成，是塑造员工团队的具体模式，如图 1 所示。“X”机场致力于为员工营造良好的企业文化氛围，同时也努力为海外驻地员工创造舒适高效的办公环境。从全体员工的实际利益出发，尽最大努力为员工解决实际问题，并提供独具企业特色的机票和假期福利。 此外，“X”机场非常重视在机场工作的地勤人员，并为他们提供工作服、通勤资费补贴等经济福利。然而，近年来，“X”机场员工在全公司的工作业绩和业绩呈现倒退趋势。团队活力缺失的主要原因在于未能形成有效的激励机制来激发员工的积极性，导致员工工作效率普遍下降，甚至出现优秀技术人才频繁跳槽的情况。
“X” Airport conducts incentive surveys on employees from the perspectives of health factors and incentive factors. According to the revelation of Herzberg’s two-factor theory, the factors that affect employees’ job satisfaction include health factors and incentive factors. Starting from the actual situation of “X” Airport, the two-factor theory is taken as the theoretical basis of the employee satisfaction model to determine the factors that affect employees’ satisfaction [8]. Thus, the incentive satisfaction model of employees at X Airport was compiled, as shown in Figure 2
“X”机场从健康因素和激励因素的角度对员工进行激励调查。根据 Herzberg 双因素理论的揭示，影响员工工作满意度的因素包括健康因素和激励因素。从“X”机场的实际情况出发，以双因素理论作为员工满意度模型的理论基础，确定影响员工满意度的因素 [8]。因此，编制了 X 机场员工的激励满意度模型，如图 2 所示
The model covers a total of 10 assessment first-level latitudes and 40 assessment second-level latitudes. The model provides the basis for the design of the questionnaire about the problems in employee motivation, and also serves as the reference base for the design of the follow-up employee motivation scheme.
该模型总共涵盖 10 个评估一级纬度和 40 个评估二级纬度。该模型为员工激励问题问卷的设计提供了依据，也为后续员工激励方案的设计提供了参考依据。