企业经营的本质是经营客户，经营人才，在企业发展中人才的管理尤为重要。企业为了吸引并且留住人才，开始接受以人为本的管理思想，了解员工需求，追求员工满意。以人为本是要以用人为本，让员工需求得到满足，员工个人价值得到实现。如何提升员工的满意度？提升人才对组织的认同感和忠诚感？成为企业迫切需要解决的问题。企业要想长久发展就要关注员工的发展，只有员工满意度提升，员工的工作积极性才能提高，才能为企业创造出更多的价值。国有企业在行业领域中发挥着重要作用，中国电信Y分公司是典型的国有企业，企业坚持以员工为本。中国电信Y分公司为了顺应员工需求，提高员工满意度，采取了建立员工食堂、解决异地青年住房问题、对“五必访、五必贺”员工实施关爱计划、举办文体活动等措施，但都仅从单方面进行改进，企业并未取得预期效果。

本文结合了员工满意度的相关理论，通过访谈调研和问卷调查的手段，对中国电信Y分公司的员工满意度进行研究，根据通讯行业特点、相关文献以及访谈结果，立足中国电信Y分公司组织架构和人员情况，确定从工作环境、薪酬福利、领导风格、个人发展、企业文化等五个维度测评员工满意度情况，利用数据分析软件，运用交叉分析、探索性因子分析以及皮尔逊相关系数等方式，对问卷结果进行详细的数据统计和解析。得出结论中国电信Y分公司员工满意度不是受工作环境、薪资福利、领导风格、个人发展、企业文化这五个维度中某个单一维度的影响，仅提高单一维度的员工满意度，并不能有效提高该公司员工满意度水平，需要五个维度综合考虑，并提出满意度提升策略：创造符合员工需求的工作环境，完善的员工薪酬体系和考核体系，构建岗位能上能下机制，建立人性化的领导风格，加强员工职业生涯管理，建立公司内部轮岗机制，以及塑造值得信赖的企业形象和重视企业文化建设，以提高员工满意度，调动员工工作积极性，从而使中国电信Y分公司具备更强的竞争力。

The essence of enterprise management is to manage customers and talents, and the management of talents is particularly important in the development of enterprises. In order to attract and retain talents, enterprises begin to accept the people-oriented management idea, understand the needs of employees, and pursue employee satisfaction. People-oriented is to use people as the basis, so that the needs of employees can be met, and the personal value of employees can be realized. How to improve employee satisfaction? Enhance talent's sense of identity and loyalty to the organization? It has become an urgent problem for enterprises to solve. If an enterprise wants to develop for a long time, it should pay attention to the development of employees. Only when employee satisfaction is improved, the enthusiasm of employees can be improved and more value can be created for the enterprise. State-owned enterprises play an important role in the industry field, China Telecom Y branch is a typical state-owned enterprise, the enterprise adhere to the employee oriented. In order to meet the needs of employees and improve employee satisfaction, Y Branch of China Telecom has taken measures such as establishing staff canteens, solving the housing problems of young people in different places, implementing care plans for employees of "Five must-visit and five must-he", and organizing cultural and sports activities, but all of them have only made unilateral improvements, and the enterprise has not achieved the expected results.

Based on the relevant theories of employee satisfaction, this paper studies the employee satisfaction of China Telecom Y Branch by means of interview survey and questionnaire. Based on the characteristics of the communication industry, relevant literature and interview results, and based on the organizational structure and personnel situation of China Telecom Y Branch, Employee satisfaction was evaluated from five dimensions, including working environment, salary and benefits, leadership style, personal development and corporate culture. Data analysis software, cross-analysis, exploratory factor analysis and Pearson correlation coefficient were used to conduct detailed data statistics and analysis of the questionnaire results. It comes to a conclusion that the employee satisfaction of Y Branch of China Telecom is not affected by a single dimension among the five dimensions of working environment, salary and benefits, leadership style, personal development and corporate culture. Only improving the employee satisfaction of a single dimension cannot effectively improve the employee satisfaction level of the company. The five dimensions should be comprehensively considered and the satisfaction improvement strategy should be put forward: Create a working environment that meets the needs of employees, improve the employee salary system and assessment system, build a mechanism for job advancement, establish a humanized leadership style, strengthen employee career management, establish a job rotation mechanism within the company, build a trustworthy corporate image and attach importance to the construction of corporate culture, so as to improve employee satisfaction and mobilize the enthusiasm of employees. So that China Telecom Y branch has stronger competitiveness.

[] Hoppock R. Job satisfaction[M]. New York:Harper&Brothers Publishers,1935:80.

[] Locke E. What is job satisfaction[J]. Organizational behavior and human performance,

1969, (4):309-336 .

[] Vroom V H. Work and Motivation[J]. New York: John Wiley and Sons,

1964, (2):178-260.

[] Porter L W, Lawler E E. Managerial Attitudes and Performance[J]. Food and AgricultureOrganization of the United Nations,1968, (2):201-213.

[] Kalleberg A L. Work values and job rewards: A theory of job satisfaction[J]. American sociological review, 1977, (3):124-143.

[] Porter L W, Lawler E E. Managerial Attitudes and Performance[J]. Food and AgricultureOrganization of the United Nations,1968, (2):201-213.

[] Rice W R, Gentil D A, Farlin D B. Facet Importance and Job Satisfaction[J].Journal of Applied Psychology, 1991, 76(1):31-39.

[] Shelly Nolandari,Henmaidi Henmaidi,Alizar Hasan. Pengukuran Kepuasan Kerja Karyawan APLP & A PT Semen Padang (PT X)[J]. Jurnal Optimasi Sistem Industri, 2015,14(2):204-225.

[] Sheela Mary V. Impact of perceived organisational support on job satisfactio n-a study report[J]. International Journal of Applied Science and Engineering, 2015,3(2) : 45-48.

[] Ayushi Maheshwari. Impact of Performance Man agement System and Employee Satisfaction towards Employee Retention in a Small Finance Bank[J]. International Journal of Recent Technology and Engineering (IJRTE),2019,8(4): 12071-12079.

[] Čuček Mateja,Mlaker Kač Sonja. Organizational culture in logistics companies and its impact on employee satisfaction[J]. Management：Journal ofContemporary Management Issues,2020,25(2):1-2.

[] Hieu Minh Vu,Chijioke Nwachukwu. Influence of entrepreneur competencies on profitability and employee satisfaction[J]. International Journal of Management and Enterprise Development,2021,20(1):105-112.

[] Faisal Babu,Sam Thomas. Quality management practices as a driver of e mployee satisfaction: exploring the mediating role of organizational image[J]. International Journal of Quality and Service Sciences,2021,13(1):157-174.

[]De Reuver Renée,Kroon Brigitte,Madinabeitia Olabarria Damian,Elorza IñurriteguiUnai. Employee Satisfaction in Labor-Owned and Managed Workplaces: HelpingClimate and Participation Spillover to Non-Owners[J]. Sustainability,2021, 13(6):3278.

[] Alsolamy Majed. Transformational Leadership and Employee Satisfaction: Testinga Moderated-Mediation Model of Perceived Organizational Support,Workload,andWork Engagement[J]. International Journal of CustomerRelationship Marketing and Management (IJCRMM),2021,12(2):36-52.

[] Marcelo Benetti Corrêa da Silva,Marina Giacometti Valente,Angela Petroli. Employee satisfaction with the built environment of a software development company[J]. Facilities,2021,39(7):538-552.

[] Agnihotri A,Bhattacharya S.TMT socio-demographic traits and employee satisfaction[J].The International Journal of Human Resource Management,2022,33(9):1719-1753.

[] Querbach S,Waldkirch M,Kammerlander N.Benefitting from benefits—A comparison of employee satisfaction in family and non-family firms[J].Journal of Family Business Strategy,2022, 13(2):100351.

[] 黄翠霞,刑以群.员工满意度的测量与分析方法[J].企业活力.2002,05:50-51.

[] 斯蒂芬·P·罗宾斯.组织行为学精要(第六版) [M].北京:电子工业出版社, 2002.68-69.

[] Jamshed A Halepota,Naimatullah Shah. An Empirical Investigation of Organizational Anetecedents on Employee Job Satisfaction in a Developing Country[J]. Transforming Government:People,Process and Policy,2011,208-294.

[] Bonyadi Nasim,Asghari Hormat,Kiaei Mojtaba. Identification and Prioritization of Employee Satisfaction Strategies in Tehran Regional Water Company Using Hierarchy Process (AHP)[J].Tehničkiglasnik,2020,14(3):251-256.

[] Nawaz Kamran,Usman Mudassar. How Diversity Element Affects t he Employee Satisfaction on Workplace. A Research on Al Yusr Industrial Contr acting Co.(AYTB), Oil & Gas Industry, Jubail, Saudi Arabia[J]. Journal of Human Resource and Sustainability Studies,2020,08(4):379-395.

[] Hillard Joy De Armond Amber. Management Leadership and Employee Satisfaction: ACorrelation Study[J]. International Journal of Adult Education and Technology,2021,12(3):1-2.

[] Goretzki Lukas,Reuter Marek,Sandberg Joanna,Thulin Gabriella. Making sense of employee satisfaction measurement-A technological frames of reference perspective[J]. The British Accounting Review,2021,1(4):10-32.

[] 蒋秀娟.组织学习文化对员工工作满意度和组织承诺的影响研究[J].东华大学.2011,13:32.

[] 陈畅.你的员工满意吗?认识员工满意度[J].中国人力资源开发，1999(10):37-42.

[] 阎良,马贵梅.员工满意或不满意促进建言[J].管理世界, 2018,30(11):176-185 .

[] 李业,陈俊国.员工满意度指数及测量工具研究进展[J].产业与科技论坛,2021,20(9):3.

[] 王重鸣, 王剑杰．职业紧张因素的结构关系分析[J].心理科学,1995,(5):263-269.

[] 俞文钊.合资公司的跨文化管理[M].北京:人民教育出版社, 1996.:122-130.

[] 王秀荣,成秀萍.浅析电力公司员工的工作满意度及激励对策[J].中国电力教育, 2014,(09):222-223.

[] 赵霞.基于ES理念的酒店员工满意度提升策略[J].企业经济,2016,35(02):169-172.

[] 于文娟.员工薪酬满意度研究[J].时代金融,2017,4(27):301.

[] 陈艳艳.员工工作满意度基础理论及影响因素研究综述[J].北方经贸,2018,25(12):135-138.

[] 李瀚洲.工作满意度影响因素探析[J].中外企业家, 2018,625(35):110-111.

[] 孙振宇.民营企业员工满意度影响因素分析与对策研究[J].智富时代,2018,4(1):14-114.

[] 苏红.员工满意度的影响因素研究[J].商业经济, 2019,511(3):90-91.

[] 王红芳,杨俊青,李野.薪酬水平与工作满意度的曲线机制研究[J].经济管理,

2019,41(07):105-120.

[] 王敬雅.制造公司员工工作满意度的影响因素研究[J].现代营销, 2019,(6):212-213.

[] 覃红丹,丁福兴.员工满意度的影响因素与提升路径[J].现代企业, 2019,1(8):18-19.

[] 董巍,吕进,田清平,等.北京市某三级甲等医院员工满意度及影响因素分析[J].医院管理论坛, 2020,280(2):57-60.

[] 张彬.劳务派遣员工工作满意度提高策略研究[J].中国集体济,2020,1(17):110-129.

[] 李延莉,姜道奎,余志林.基于扎根理论的新生代员工工作满意度影响因素研究 [J].山东行政学院学报,2021,4(3):50-60.

[] 方荃,朱琴,李浩,徐刘焱.南京市基层员工职业发展影响因素研究[J].中国商论,2021:189-192.

[] 杨乃定.员工满意度模型及其管理[J].中国管理科学.2000,03:23.

[] 谢永珍,赵京玲.员工满意度指标体系的建立与模型评价[J].技术经济与管理研究.2001,5:32-34.

[] 冉斌.员工满意度测量手册[M].深圳:海天出版社, 2002.

[] 田喜洲.基于人工神经网络的我国接待业员工满意度及其影响因素实证研究[J].软科学.2009,05:21.

[] 廖金萍,李长生.制造型民营企业基层员工满意度调查与影响因素研究—基于TB电子公司的实证分析[J].企业经济, 2016, (08):122-126.

[] 周芳.员工满意度的影响因素研究[J].人力资源管理, 2018, 1(6):520.

[] 常鹏,刘丽婷.中国兴旺物业公司的员工满意度因素[J].商情, 2020,13(19):37.

[] 蒋婷婷, 吴晓艳, 许淑雯.某三级医院员工满意度调查与分析[J].医院管理论坛, 2020,280(2):61-64.

[] 赵华翠,刘梦梦,张雪玫,温德成.基于指标重要性的员工满意度评价研究[J].标准科学,2020,4(12):150-156.

[] 李业,陈俊国.员工满意度指数及测量工具研究进展[J].产业与科技论坛,2021,20(9):53-55.

[] 盛骤，谢式千，潘承毅．概率论与数理统计（第四版）［M］．北京：高等教育出版社，2008：106-112．