我国中小型民营企业核心员工激励问题研究
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摘要
本文首先在对现有民营企业现状及中小型民营企业人力资源管理现状分析的基础上,对四大激励理论进行了详尽的阐明。在对我国中小型民营企业发展历程的分析中,阐述了其在发展过程中所形成的特点,选题的意义及必要性,并建立了论文的基本研究架构。
论文分析了我国中小型民营企业核心员工的不同需求,指出了核心员工的含义及分类。运用理论联系实际的写作方法,通过对其发展现状的分析和需求研究,找出了我国中小型民营企业在激励方面存在的问题。并针对这些问题,通过深入的调查和研究,指出了我国中小型民营企业现有的激励核心员工的方法。
论文重点分析了史诺公司发展现状,人力资源管理现状和在激励方面存在的问题,本着实事求是的原则,指出了建立合理有效的激励体系是该公司摆脱现有激励问题的必然选择。
最后,文中在对公司核心员工的需求进行调查和分析的基础上,对解决方案进行了系统、深入的研究,得出必须针对公司不同类型核心员工采取不同的激励措施的结论。并根据调查结果,构建了奖酬激励结构模式,提出要对核心员工进行工作设计、职业生涯规划、允许员工参与管理、合理授权、改善组织氛围和发展企业文化等一系列的措施,以激励他们更加积极、主动地投入本职工作中去。该激励体现不仅要考虑到物质激励与精神激励相结合,还要保证短期激励与长期激励相辅相成。
Because of the flexibility and innovation of the small and medium-sized private enterprise, it contributes to our country’s national economy and holds the important place in our country’s national economy, not only in the enterprise quantity but also in the offer of employment opportunity. From 20 years historic course of reform in China, especially after entering of WTO, we can see that there is a bigger differentiation in management achievement of the Small and Medium sized private enterprise. Many private enterprises accomplished accumulating of capital, developed rapidly, but other enterprises disappeared. In this process, no matter the developing enterprises or the developed enterprises, no matter high-tech enterprise or traditional industry enterprise, all face many problems in the process of developing. motivation is one of the most important problems among those problems. Under condition of the market economy, production management obtains most outputs by the least investments. But among these diversified resources which are putting into product, the human resource is the increment resource, also is the most precious resource. How does the enterprise use the human resource effectively to obtain the biggest increment, many factors lie in how to drive enterprise staff’s enthusiasm, creativity and independent spirit effectively. The essential employees of enterprise is the talented person carrier of the enterprise core ability, they grasp the essential resources, is the first essential factor of the enterprise profit, is the core and representative of enterprise, is the soul and backbone of enterprise, is the essential condition of each enterprise survival and development. In the final analysis, enterprise’s competition is the talented person’s competition, accurate speaking is the essential employees’competition. Therefore, how to solve the motivation problem of essential employees becomes an important question which our country’s small and medium-sized private enterprises have to face.
At the same time, if the small and medium-sized private enterprises want to develop, they must have a set reasonable and effective measures of stimulation in order to inspire the morale of staff, enhance the degree of satisfaction of staff, enhance the work achievements, and truly achieve the goal of attracting the talented person, driving the talented person and detaining the talented person.
The article uses the method of unifying the theory and the practice to pass through it. In the process of completing the paper, for gaining the material, uses the method of investigation. In the process of collecting material, uses the method of induction and analogy. In the process of real diagnosis research, uses the method of systems science massively. Precisely benefit from utilization of these scientific research methods, causes the countermeasure which this article proposed to conform to the enterprise reality, has strong maneuverability.
This article take the modern human resource management theory as the instruction, through the investigation and the analysis of the present situation of Changchun Shinuo Co.,Ltd, proposes the measure of improving and consummating the stimulation problem of the company. It has the important instruction function of advancing the system construction of HRM of Shinuo company, and has the model significance for HRM control system reform of the similar enterprise.
Based on the background analysis, the theoretical analysis of human resource motivation and the essential employees’demand analysis of the small and medium-sized private enterprise, the study proposes the problem of small and medium-sized private enterprise which exists in the motivation question. And uses the method of applying theory to reality, through analyzing the motivation problems of Changchun Shinuo lubricant Co., Ltd, proposes the solution which can improve and consummate the stimulation problems of the company.
Based on the existing situation analysis of private enterprise and the present HRM situation, the study carries on exhaustive exposition in four important motivation theories. In the course of analysis of our country’s small and medium-sized private enterprise, elaborates its characteristics which forms in the developing process, the significance and necessity of selecting this topic, and establishes the fundamental research construction. The paper analyzes essential employees’different demands of small and medium-sized private enterprises in China, and points out the meaning and the classification of essential employee. Study combines theories with reality, through analyzing of present development situation and the demand research, find out solution of the motivation problems of small and medium-sized enterprise in China. In line with the realistic principle, the thesis focuses on the analysis of the company’s present growth situation and present situation of the HRM and the motivation problems, points out the establishment of reasonable and effective stimulation system is the inevitably choice which is the company has to face now. The demands for different kinds employees is surveyed and analyzed. Under the survey findings and by the motivation theory, the company redesigns compensation structure, improves employees’job content, helps the employees to work out career planning, encourages them to participate formulation of policies, improves working atmosphere and build up company culture for a more efficient motivation mechanism. The motivation mechanism has not only concerned about material motivation and spiritual motivation, but also short-time motivation and long-time motivation. And combines the aim of individual with the aim of enterprise.
The society is progressing, the enterprise is developing, it is still a big problem for small and medium sized private enterprise that how to establish a perfect motivation mechanism and how to solve the motivation problem. Therefore, through all sorts of essential employee’s motivation measure, the small and medium private enterprise can attract the talented person, motivate the talented person, detain the talented person, and finally, achieve the aim of enhancing the core competitive ability of the enterprise .
论文分析了我国中小型民营企业核心员工的不同需求,指出了核心员工的含义及分类。运用理论联系实际的写作方法,通过对其发展现状的分析和需求研究,找出了我国中小型民营企业在激励方面存在的问题。并针对这些问题,通过深入的调查和研究,指出了我国中小型民营企业现有的激励核心员工的方法。
论文重点分析了史诺公司发展现状,人力资源管理现状和在激励方面存在的问题,本着实事求是的原则,指出了建立合理有效的激励体系是该公司摆脱现有激励问题的必然选择。
最后,文中在对公司核心员工的需求进行调查和分析的基础上,对解决方案进行了系统、深入的研究,得出必须针对公司不同类型核心员工采取不同的激励措施的结论。并根据调查结果,构建了奖酬激励结构模式,提出要对核心员工进行工作设计、职业生涯规划、允许员工参与管理、合理授权、改善组织氛围和发展企业文化等一系列的措施,以激励他们更加积极、主动地投入本职工作中去。该激励体现不仅要考虑到物质激励与精神激励相结合,还要保证短期激励与长期激励相辅相成。
Because of the flexibility and innovation of the small and medium-sized private enterprise, it contributes to our country’s national economy and holds the important place in our country’s national economy, not only in the enterprise quantity but also in the offer of employment opportunity. From 20 years historic course of reform in China, especially after entering of WTO, we can see that there is a bigger differentiation in management achievement of the Small and Medium sized private enterprise. Many private enterprises accomplished accumulating of capital, developed rapidly, but other enterprises disappeared. In this process, no matter the developing enterprises or the developed enterprises, no matter high-tech enterprise or traditional industry enterprise, all face many problems in the process of developing. motivation is one of the most important problems among those problems. Under condition of the market economy, production management obtains most outputs by the least investments. But among these diversified resources which are putting into product, the human resource is the increment resource, also is the most precious resource. How does the enterprise use the human resource effectively to obtain the biggest increment, many factors lie in how to drive enterprise staff’s enthusiasm, creativity and independent spirit effectively. The essential employees of enterprise is the talented person carrier of the enterprise core ability, they grasp the essential resources, is the first essential factor of the enterprise profit, is the core and representative of enterprise, is the soul and backbone of enterprise, is the essential condition of each enterprise survival and development. In the final analysis, enterprise’s competition is the talented person’s competition, accurate speaking is the essential employees’competition. Therefore, how to solve the motivation problem of essential employees becomes an important question which our country’s small and medium-sized private enterprises have to face.
At the same time, if the small and medium-sized private enterprises want to develop, they must have a set reasonable and effective measures of stimulation in order to inspire the morale of staff, enhance the degree of satisfaction of staff, enhance the work achievements, and truly achieve the goal of attracting the talented person, driving the talented person and detaining the talented person.
The article uses the method of unifying the theory and the practice to pass through it. In the process of completing the paper, for gaining the material, uses the method of investigation. In the process of collecting material, uses the method of induction and analogy. In the process of real diagnosis research, uses the method of systems science massively. Precisely benefit from utilization of these scientific research methods, causes the countermeasure which this article proposed to conform to the enterprise reality, has strong maneuverability.
This article take the modern human resource management theory as the instruction, through the investigation and the analysis of the present situation of Changchun Shinuo Co.,Ltd, proposes the measure of improving and consummating the stimulation problem of the company. It has the important instruction function of advancing the system construction of HRM of Shinuo company, and has the model significance for HRM control system reform of the similar enterprise.
Based on the background analysis, the theoretical analysis of human resource motivation and the essential employees’demand analysis of the small and medium-sized private enterprise, the study proposes the problem of small and medium-sized private enterprise which exists in the motivation question. And uses the method of applying theory to reality, through analyzing the motivation problems of Changchun Shinuo lubricant Co., Ltd, proposes the solution which can improve and consummate the stimulation problems of the company.
Based on the existing situation analysis of private enterprise and the present HRM situation, the study carries on exhaustive exposition in four important motivation theories. In the course of analysis of our country’s small and medium-sized private enterprise, elaborates its characteristics which forms in the developing process, the significance and necessity of selecting this topic, and establishes the fundamental research construction. The paper analyzes essential employees’different demands of small and medium-sized private enterprises in China, and points out the meaning and the classification of essential employee. Study combines theories with reality, through analyzing of present development situation and the demand research, find out solution of the motivation problems of small and medium-sized enterprise in China. In line with the realistic principle, the thesis focuses on the analysis of the company’s present growth situation and present situation of the HRM and the motivation problems, points out the establishment of reasonable and effective stimulation system is the inevitably choice which is the company has to face now. The demands for different kinds employees is surveyed and analyzed. Under the survey findings and by the motivation theory, the company redesigns compensation structure, improves employees’job content, helps the employees to work out career planning, encourages them to participate formulation of policies, improves working atmosphere and build up company culture for a more efficient motivation mechanism. The motivation mechanism has not only concerned about material motivation and spiritual motivation, but also short-time motivation and long-time motivation. And combines the aim of individual with the aim of enterprise.
The society is progressing, the enterprise is developing, it is still a big problem for small and medium sized private enterprise that how to establish a perfect motivation mechanism and how to solve the motivation problem. Therefore, through all sorts of essential employee’s motivation measure, the small and medium private enterprise can attract the talented person, motivate the talented person, detain the talented person, and finally, achieve the aim of enhancing the core competitive ability of the enterprise .
引文
1. 张德著,《组织行为学》,东北财经大学出版社,2002 版,第 41 页
2. 张厚义、明立志、梁传运主编《中国私营企业发展报告》,社会科学文献出版社,2001 年卷,第 241 页
3. 王一江主编,《现代企业中的人力资源管理》,上海人民出版社,1999年
4. 汤明主编,《心理素质培养》,中国纺织出版社,2000 年
5. 张玉璞主编,《人力资源管理》,经济管理出版社,1999 年
6. 郑日昌主编,《心理测量》,湖南教育出版社,1988 年
7. 孙睦优:《民营企业管理问题与对策措施》,载于《特区经济》(深圳),2004 第 9 期 78～79 页
8. L·米勒,《美国企业精神》,中国友谊出版社,1985年版,第19页。
9. (美)理查德L.达夫特,雷蒙德A.诺伊著,杨宇等译,《组织行为学》,北京:机械工业出版社,2004年1月
10. 黄玉英,余克艰,《中小型民营企业激励机制的建立与完善·技术经济与管理研究》,2001年5月
11. 刘正周,《管理激励》,上海财经大学出版社,1998年
12. 余凯成,程文文,陈维政,《人力资源管理》,大连理工大学出版社,2001年4月
13. 谢康,《企业激励机制与绩效评估》,中山大学出版社,2000年6月
14. (美)斯蒂芬P.罗宾斯著,孙健敏等译,《组织行为学》(第七版),北京:中国人民大学出版社,1997年
15. (美)梅尔.西尔伯曼,高变华译,《咨询师的工具箱》,机械工业出版,2002年6月,63页-67页
16. 罗伯特.赫勒著,贡晔译,《激励员工》(第1版),上海科学技术出版社,2000年
17. 陈晓东,李晏墅著,《我国企业销售酬赏可行性模式研究》,经济管理,2002 年
18. 陈小平,《论企业文化的塑造与变革》,中外企业管理,2001 年,13 页-15 页
19. (美)加里.特斯勒,《人力资源管理》,中国人民大学出版社,1999年
20. 孙键著,《管理核心员工的艺术》[M]北京:企业管理出版社,2003年
21. (美)亚历山大·希亚姆,《激励员工》[M]王予和,王舒娟,上海人民出版社,2002年
22. (美)R·布雷顿·鲍恩《激励员工》[M]范国艳.北京:企业管理出版社,2001 年
23. 郑国铎著,《企业激励论》[M]北京:经理管理出版社,2002 年
24. 杨蓉,《人力资源管理》[M]大连:东北财经大学出版社,2002 年 2月
25. 张蕾、何俊德,《核心员工创造核心能力》[J]中国人力资源开发,2001 年 3 月
26. 丁集,《激励知识工作者》[J]中国人力资源开发,2001 年 5 月
27. 冼静,张昊民,《如何激励知识型企业员工》[J]经济管理,2001
28. 王剑峰,黄鲲鹏,《如何有效地激励企业员工》[J]经济与管理,2002年 8 月
29. 赵亮,《如何留住核心员工》[J]知识管理,2001 年 8 月
30. 张春义,《浅谈我国中小企业人力资源开发》,企业天地,2002 年第 8 期
31. 李忠明,《中小企业的人力资源管理》,行政人事管理,2000 年第 2期
32. 黄永斌,《中小企业的发展程度与人力资源管理模式》,中国人才,2002 年 1 月
33. (美)加里.德斯勒著,刘听、吴雯芳等译,《人力资源管理》,中国人民大学出版社,1999
34. (美)安妮.布鲁斯著,陈舟平译,《员工激励》,中国标准出版社,2000
35. 李亚,《民营企业人力资源管理》[M],中国方正出版社,2003 年版
36. RAYMOND A.NOE, JOHN R.HOLLENBECK, BARRY GERHART, PATRICK M.WRIGHT,‘FOUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT’, SECOND EDITION,McGRAW.HILL INTERNATIONAL EDITION,2006
2. 张厚义、明立志、梁传运主编《中国私营企业发展报告》,社会科学文献出版社,2001 年卷,第 241 页
3. 王一江主编,《现代企业中的人力资源管理》,上海人民出版社,1999年
4. 汤明主编,《心理素质培养》,中国纺织出版社,2000 年
5. 张玉璞主编,《人力资源管理》,经济管理出版社,1999 年
6. 郑日昌主编,《心理测量》,湖南教育出版社,1988 年
7. 孙睦优:《民营企业管理问题与对策措施》,载于《特区经济》(深圳),2004 第 9 期 78～79 页
8. L·米勒,《美国企业精神》,中国友谊出版社,1985年版,第19页。
9. (美)理查德L.达夫特,雷蒙德A.诺伊著,杨宇等译,《组织行为学》,北京:机械工业出版社,2004年1月
10. 黄玉英,余克艰,《中小型民营企业激励机制的建立与完善·技术经济与管理研究》,2001年5月
11. 刘正周,《管理激励》,上海财经大学出版社,1998年
12. 余凯成,程文文,陈维政,《人力资源管理》,大连理工大学出版社,2001年4月
13. 谢康,《企业激励机制与绩效评估》,中山大学出版社,2000年6月
14. (美)斯蒂芬P.罗宾斯著,孙健敏等译,《组织行为学》(第七版),北京:中国人民大学出版社,1997年
15. (美)梅尔.西尔伯曼,高变华译,《咨询师的工具箱》,机械工业出版,2002年6月,63页-67页
16. 罗伯特.赫勒著,贡晔译,《激励员工》(第1版),上海科学技术出版社,2000年
17. 陈晓东,李晏墅著,《我国企业销售酬赏可行性模式研究》,经济管理,2002 年
18. 陈小平,《论企业文化的塑造与变革》,中外企业管理,2001 年,13 页-15 页
19. (美)加里.特斯勒,《人力资源管理》,中国人民大学出版社,1999年
20. 孙键著,《管理核心员工的艺术》[M]北京:企业管理出版社,2003年
21. (美)亚历山大·希亚姆,《激励员工》[M]王予和,王舒娟,上海人民出版社,2002年
22. (美)R·布雷顿·鲍恩《激励员工》[M]范国艳.北京:企业管理出版社,2001 年
23. 郑国铎著,《企业激励论》[M]北京:经理管理出版社,2002 年
24. 杨蓉,《人力资源管理》[M]大连:东北财经大学出版社,2002 年 2月
25. 张蕾、何俊德,《核心员工创造核心能力》[J]中国人力资源开发,2001 年 3 月
26. 丁集,《激励知识工作者》[J]中国人力资源开发,2001 年 5 月
27. 冼静,张昊民,《如何激励知识型企业员工》[J]经济管理,2001
28. 王剑峰,黄鲲鹏,《如何有效地激励企业员工》[J]经济与管理,2002年 8 月
29. 赵亮,《如何留住核心员工》[J]知识管理,2001 年 8 月
30. 张春义,《浅谈我国中小企业人力资源开发》,企业天地,2002 年第 8 期
31. 李忠明,《中小企业的人力资源管理》,行政人事管理,2000 年第 2期
32. 黄永斌,《中小企业的发展程度与人力资源管理模式》,中国人才,2002 年 1 月
33. (美)加里.德斯勒著,刘听、吴雯芳等译,《人力资源管理》,中国人民大学出版社,1999
34. (美)安妮.布鲁斯著,陈舟平译,《员工激励》,中国标准出版社,2000
35. 李亚,《民营企业人力资源管理》[M],中国方正出版社,2003 年版
36. RAYMOND A.NOE, JOHN R.HOLLENBECK, BARRY GERHART, PATRICK M.WRIGHT,‘FOUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT’, SECOND EDITION,McGRAW.HILL INTERNATIONAL EDITION,2006