员工的管理和激励是一项繁琐且复杂的工作。越来越多的企业管理人员逐渐意识到员工是非常重要的资源，提升员工满意度已经成为现代企业管理追寻的目标。通过对员工满意度的测评调查，基于员工真实需求和工作要素，采取针对性的员工管理措施，明确企业管理变革方向，为人力资源管理提供科学依据。GD公司作为一家国有性质的集中供热服务方和供应商，受历史体制因素影响员工管理具有一定的特殊性，随着公司体制改革，逐渐打破“铁饭碗”的想法，开始注重员工队伍建设。但是近三年来员工满意度一直保持在70%左右，也面临员工管理问题，已经严重影响了企业士气，一定程度上阻碍了公司的可持续成长。论文拟对GD公司的员工满意度测评及提升策略进行深入研究。

论文立足GD公司现状及员工管理现状，并考虑电力行业和前人学者研究成果，构建包括6个一级指标、31个二级指标的公司员工满意度评价体系，运用层次分析法和模糊综合评价法对员工满意度进行整体评价，诊断员工满意度存在问题：公司地理位置较为偏僻，公司制度体系不够完善；员工工作内容单调枯燥，缺乏工作挑战性，员工缺乏工作兴趣；员工工作时间较长，较易产生职业疲倦；信息分享与交流过于单一，管理风格与管理关系相对粗放；员工薪酬策略不合理，薪酬水平外部竞争性不强，员工晋升通道不成体系，员工激励形式不够丰富，先进奖励力度较弱；公司对员工身体状况关怀不深切，员工归属感较弱。

基于员工满意度诊断问题，针对性提出公司员工满意度提升策略，即：公司获得政府支持改善交通状况，为员工提供交通服务和租房福利，公司对标行业先进，完善制度体系建设，提升高质量治理效能；创新工作内容，营造开放工作环境，引导员工学会自我调整，培养员工工作兴趣，合理设置不同岗位工作内容，灵活设立挑战性目标，尽可能让每位员工积极工作；在合法合规基础上，实施灵活的轮流值班制度，为员工提供适当的加班补偿。同时，加强员工沟通和反馈机制，加速智能热电联产项目建设，引入先进生产技术和管理办法，实行无人值班工作；优化管理层级，引入多种沟通渠道，建立跨部门工作机制，鼓励管理领导权力下放和决策透明化，加强管理计划性和系统性，实行人性化的管理风格；采用合理的员工薪酬策略，动态调整具有外部竞争性的薪酬水平，优化自荐和他荐的晋升方式，打通员工晋升通道，充分发挥激励作用，丰富员工激励形式，强化先进奖励力度；公司提高员工职业危害防护管理，建立员工健康检查制度，加强员工健康教育，为员工提供劳保防护用品，提升情感文化软实力，注重员工归属感培育，加强员工思想引导。

  Managing and motivating employees is a tedious and complex task. More and more enterprise managers are gradually realizing that employees are a very important resource, and improving employee satisfaction has become the goal pursued by modern enterprise management. By conducting an evaluation survey on employee satisfaction and based on their real needs and work elements, targeted employee management measures are taken to clarify the direction of enterprise management change and provide scientific basis for human resource management. As a state-owned centralized heating service provider and supplier, GD Company has certain peculiarities in employee management due to historical institutional factors. With the company's institutional reform, it gradually breaks the idea of "iron rice bowls" and begins to focus on employee team construction. However, in the past three years, employee satisfaction has remained at around 70% and there are also issues with employee management, which have seriously affected the morale of the company and to some extent hindered its sustainable growth. The paper intends to conduct in-depth research on the employee satisfaction evaluation and improvement strategies of GD Company.

The paper is based on the current situation of GD Company and employee management, taking into account the research results of the power industry and previous scholars, and constructs a company employee satisfaction evaluation system that includes 6 primary indicators and 31 secondary indicators. The Analytic Hierarchy Process and Fuzzy Comprehensive Evaluation Method are used to comprehensively evaluate employee satisfaction and diagnose problems with employee satisfaction: the company's geographical location is relatively remote, and the company's institutional system is not perfect enough; The job responsibilities of employees are monotonous and boring, lacking in job challenges, and employees lack interest in work; Employees who work long hours are more prone to occupational fatigue; Information sharing and communication are too singular, and the management style and relationship are relatively extensive; The employee compensation strategy is unreasonable, the external competitiveness of the salary level is not strong, the promotion channels for employees are not systematic, the forms of employee incentives are not rich enough, and the strength of advanced rewards is weak; The company lacks deep care for the physical condition of its employees and their sense of belonging is weak.

Based on the diagnosis of employee satisfaction, targeted strategies for improving the company's employee satisfaction are proposed, which include obtaining government support to improve transportation conditions, providing transportation services and rental benefits to employees, benchmarking against advanced industries, improving institutional system construction, and enhancing high-quality governance efficiency; Innovate work content, create an open work environment, guide employees to learn self adjustment, cultivate their work interests, set reasonable job responsibilities for different positions, flexibly set challenging goals, and strive to encourage every employee to work actively; On the basis of legality and compliance, implement a flexible rotating duty system to provide employees with appropriate overtime compensation. At the same time, strengthen employee communication and feedback mechanisms, accelerate the construction of intelligent cogeneration projects, introduce advanced production technologies and management methods, and implement unmanned work; Optimize management hierarchy, introduce multiple communication channels, establish cross departmental work mechanisms, encourage the delegation of management leadership power and transparent decision-making, strengthen management planning and systematization, and implement a humanized management style; Adopting reasonable employee compensation strategies, dynamically adjusting salary levels with external competitiveness, optimizing promotion methods through self referrals and other referrals, opening up employee promotion channels, fully leveraging incentive effects, enriching employee incentive forms, and strengthening advanced reward efforts; The company improves the management of occupational hazard protection for employees, establishes a system for employee health checks, strengthens employee health education, provides labor protection equipment for employees, enhances emotional and cultural soft power, focuses on cultivating employee sense of belonging, and strengthens employee ideological guidance.

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