知识经济时代，知识员工是运用和创造知识的主体，是组织最宝贵的人力资源。和传统员工相比，知识员工的需求结构更复杂，既有低层次的物质需要，也有高层次的精神需求。知识员工自身的差异化需求和在组织中的重要地位决定了管理者必须要采取一种超越传统激励方法的新模式对知识员工予以有效激励。全面薪酬（Total Rewards）正是这样一种新视角，它将组织支付给员工的报酬分为货币和非货币两大部分。货币报酬包括了工资、奖金、福利等传统激励手段。非货币报酬涵盖了组织认可、工作成就、个体成长等内在激励，有效地满足知识员工丰富的精神需要，因此，全面薪酬是一种更加适应知识员工个体特点的薪酬管理方法。有鉴于此，本文以激励理论为逻辑主线，以差异化需求为研究视角，综合运用文献研究和实证调查的方法，对184名知识员工进行了问卷调查，通过SPSS统计工具，探讨了知识员工全面薪酬的结构维度，检验了不同特征的知识员工对全面薪酬的差异化需求，并对知识员工全面薪酬管理实践提出了建议性对策。具体研究成果如下：知识员工全面薪酬结构包括6个主维度：组织认可与工作成就感、现金收益、个人成长支持体系、工作环境与氛围、组织友善性和工作自主性。知识员工所具备的特质与他们对全面薪酬的特定需求之间有着密切联系。“组织认可与工作成就感”反映了知识员工对实现自我价值的追求；“现金收益”反映了知识员工作为组织核心资产的重要地位；“个人成长支持体系”对应了知识员工知识技能容易过时而需要及时充电学习的特点；“工作环境与氛围”和“组织友善性”反映了知识员工的低组织承诺和高流动倾向对组织管理所提出的系列要求；“工作自主性”则同时对应了知识员工在工作中追求自主和绩效难以量化的特点。不同工作特征、个体特征和家庭特征的知识员工对全面薪酬6个主维度的需求存在显著差异，且对全面薪酬的首要需求集中分布在组织认可与工作成就感、现金收益和组织友善性3大主维度上。其中，“组织认可与工作成就感”可对以下人群起到良好激励作用：男性；受教育程度高；收入水平较高；从事合作型或事务型知识工作；职业发展处于立业阶段；单位性质为国有企业；从事管理岗位。“现金收益”可对以下人群起到良好激励作用：学历较低；从事专家型工作；工作年限较长，职业上升空间有限；生活在三线城市；育有小孩；承担商品房购房贷款。“组织友善性”可对以下人群起到良好激励作用：女性；收入水平较低；从事综合型工作；职业生涯为探索期和维持期；单位性质为外资民营、政府机关或事业单位；工作岗位为普通员工；生活在一二线城市；未抚养小孩；无商品房购房贷款。针对知识员工全面薪酬管理实践，本文建议：（1）树立全面薪酬理念，善用非货币报酬，兼顾薪酬的保健性和激励性；（2）知识员工全面薪酬激励要因人而异，也要因需而变；（3）知识员工全面薪酬激励要满足需求，更要引导需求；（4）以人为本，重视组织文化建设，打造激励知识员工的软实力。

Knowledge workers who manage and create knowledge are the most valuable human resource in the knowledge era. Knowledge workers have more complicated needs structure compared to traditional workers, including lower hierarchical material needs and higher hierarchical spiritual needs. Considering the significance and different needs of knowledge workers, it is indispensible for organizations to adopt a new method than these traditional ones to motivate knowledge workers effectively.Total rewards are such new perspective. It contains monetary reward and none-monetary reward. Monetary reward refers the traditional compensation such as base pay, bonus and benefits. None-monetary reward refers intrinsic motivations such as recognition, achievement and development that meet the various spiritual needs of knowledge workers. Therefore, total rewards is a compensation management method that according to the characters of knowledge workers.This thesis follows motivation theory and differential needs perspective. Literature and empirical study are comprehensively applied. This thesis attempts to explore the structure of total rewards of knowledge workers, to exam different needs of knowledge workers having special characters, and to discuss countermeasures to compensation management of knowledge workers. The structure of total rewards of knowledge workers include recognition and achievement, cash return, individual growth support, working environment and climate, organizational friendliness and work independence. The needs of total rewards are closely linked with knowledge worker’s characters. Recognition and achievement reflects knowledge workers are pursuing to achieve self-worth. Cash return reflects their significance as the core resource in organizations. Individual growth support reflects their knowledge and skills are easily going outdated. Working environrment and organizational friendliness reflect their high profession commitment and low organization commitment. Work independence reflects their performance is difficult to qualificated and they are longing for work independence.There were significant differences in terms of different characters of knowledge workers. Recognition and achievement: male; higher education; higher-level income, transaction or collaboration work; establishment career stage; work in state-owned-enterprise; administrative job. Cash return: lower education; expert work; longer working year with limited promotion possibility; live in 3rd tier cities; raise children; have commercial housing loan. Organizational friendliness: female; lower-level income; exploration and maintenance career stage; work in foreign or private enterprises, government or public organization; none-administrative job; live in 1st or 2nd cities; no children; no commercial housing loans.In terms of improve total rewards management, this thesis suggests organizations: First, build up total rewards concept, utilize none-monetary reward and balance hygiene factors and incentive factors. Second, not only design total rewards in line with individual characters, also adjust it to individual needs change. Third, not only meet the needs of knowledge workers, but also drive the needs of them. Last, create human-oriented culture and establish soft power to attract knowledge workers.