A纺织公司激励机制优化研究
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摘要
21世纪是一个充满机遇与挑战的时代,是一个优胜劣汰、适者生存的时代,更是一个人力资源激烈竞争的时代。人力资源是现代企业的战略性资源,也是企业发展的最关键因素,而激励是人力资源的重要内容,是现代企业管理的精髓。激励就是激发人的内在潜力,开发人的能力,调动人的积极性和创造性,使其发挥内在潜力,更好地服务于组织目标。可见,激励机制运用得好坏,在一定程度上是决定企业兴衰的一个重要因素。随着全球化市场竞争的加剧和知识经济的发展,一家企业能否设计一套科学有效的激励机制将直接决定着企业人才战略的成败,从而影响企业的生存和持续发展。为此,本文就A公司的激励机制进行研究。
A公司是建于1989年的一家纺织公司,随着现代企业基本制度的不断完善,为适应现代企业的发展,A公司也相继建立了自己的激励机制,为企业的发展和壮大提供了制度保障。但是近年来,A公司员工离职率却有明显的上升趋势,同时现有激励机制没有将企业的目标与员工的真正需求有效结合,这些都严重影响了员工的积极性,制约了企业的发展。
本艾结合激励理论以及国内外有关员工激励问题的研究,通过对A公司员工激励机制现状进行归纳总结,分析A公司现行激励机制存在的问题,并指出原因所在。从激励理论的角度出发,结合对A公司激励机制现状的分析,我们给出了A公司的激励机制优化框架,其中给出了优化现有薪酬制度、绩效考评、员工福利制度、培训制度、职工发展制度和企业文化的一系列方法,使其成为一套较为完善的激励机制。本文最后对优化方案实施的结果进行了分析和总结,目的是改善企业人力资源管理现状,激发员工的工作热情和创造性,使企业在激烈的竞争中处于优势地位。
In the 21st centuries, it is full of opportunities and challenges. It is the time to select the superior and eliminate the inferior. This is an era of highly competitive human resources. Human resource is not only a strategic resource of modern enterprises, but also the key factor affecting enterprise development. Incentive, as an important aspect of human resources, is the essence of modern business management. Incentive is the radically method to inspire one's initiative and creativity, which can inspire one's inherent potential, to better serve the objectives of the organization. Therefore, incentive mechanism can be a great key factor affecting the rise and fall of enterprises to a certain extent. With the intense globalization of market competition and the development of knowledge economy, whether the enterprise can design a scientific and effective incentive mechanism will determine the success or failure of human resources strategy of enterprise. Thus, this article takes an enterprise named A for researching the incentive mechanism.
A is a textile company, which is built in 1989. With the constant improvement of the modern enterprise system, A has also set up its own incentive mechanism to follow the development of enterprise, which could be a solid foundation for the development and growth of enterprise. But in the latest year, the employee turnover rate gets up clearly, and the current incentive mechanism doesn't combine the goals of enterprise with the real needs of employees effectively, which has seriously affected the enthusiasm of employees and restricted the development of enterprise.
Based on the incentive theory and the related domestic and international research on the motivation for employees, through the induction and summarization of current employee incentive mechanism of enterprise A, we analyze problems existed, and point out the cause of it. Then we get a new frame of optimized incentive mechanism for A, in which we get a series of ways to improve the current pay system, performance evaluation, welfare system, employee training system etc. At last the article analyzes and summarizes the consequence with the optimized method executing. It is aim to improve the current state of human resource management of enterprise and inspire the enthusiasm and creativity of employees, thus the enterprise will take great advantages in the intense competition.
A公司是建于1989年的一家纺织公司,随着现代企业基本制度的不断完善,为适应现代企业的发展,A公司也相继建立了自己的激励机制,为企业的发展和壮大提供了制度保障。但是近年来,A公司员工离职率却有明显的上升趋势,同时现有激励机制没有将企业的目标与员工的真正需求有效结合,这些都严重影响了员工的积极性,制约了企业的发展。
本艾结合激励理论以及国内外有关员工激励问题的研究,通过对A公司员工激励机制现状进行归纳总结,分析A公司现行激励机制存在的问题,并指出原因所在。从激励理论的角度出发,结合对A公司激励机制现状的分析,我们给出了A公司的激励机制优化框架,其中给出了优化现有薪酬制度、绩效考评、员工福利制度、培训制度、职工发展制度和企业文化的一系列方法,使其成为一套较为完善的激励机制。本文最后对优化方案实施的结果进行了分析和总结,目的是改善企业人力资源管理现状,激发员工的工作热情和创造性,使企业在激烈的竞争中处于优势地位。
In the 21st centuries, it is full of opportunities and challenges. It is the time to select the superior and eliminate the inferior. This is an era of highly competitive human resources. Human resource is not only a strategic resource of modern enterprises, but also the key factor affecting enterprise development. Incentive, as an important aspect of human resources, is the essence of modern business management. Incentive is the radically method to inspire one's initiative and creativity, which can inspire one's inherent potential, to better serve the objectives of the organization. Therefore, incentive mechanism can be a great key factor affecting the rise and fall of enterprises to a certain extent. With the intense globalization of market competition and the development of knowledge economy, whether the enterprise can design a scientific and effective incentive mechanism will determine the success or failure of human resources strategy of enterprise. Thus, this article takes an enterprise named A for researching the incentive mechanism.
A is a textile company, which is built in 1989. With the constant improvement of the modern enterprise system, A has also set up its own incentive mechanism to follow the development of enterprise, which could be a solid foundation for the development and growth of enterprise. But in the latest year, the employee turnover rate gets up clearly, and the current incentive mechanism doesn't combine the goals of enterprise with the real needs of employees effectively, which has seriously affected the enthusiasm of employees and restricted the development of enterprise.
Based on the incentive theory and the related domestic and international research on the motivation for employees, through the induction and summarization of current employee incentive mechanism of enterprise A, we analyze problems existed, and point out the cause of it. Then we get a new frame of optimized incentive mechanism for A, in which we get a series of ways to improve the current pay system, performance evaluation, welfare system, employee training system etc. At last the article analyzes and summarizes the consequence with the optimized method executing. It is aim to improve the current state of human resource management of enterprise and inspire the enthusiasm and creativity of employees, thus the enterprise will take great advantages in the intense competition.
引文
[1]崔维海.激励在人力资源管理中的作用.民营科技,2008,(4):121,110
[2]中国社会科学院研究生院组.哈佛模式--人力资源管理.北京:人民日报出版社,2004.26
[3]周菲.管理心理学.北京:清华大学出版社,2005
[4]郭小龙,李剑,谢舜.员工管理.北京:企业管理出版社,2001.32
[5]苏文坤.浅谈人力资源管理的激励机制.企业家天地下半月刊,2006,(7):57-58
[6]宋永春.论人力资源管理中的激励机制.企业活力,2005,(12):58-59
[7]张德,曲庆.管理学.北京:清华大学出版社,2000.223
[8]汪海涛.三九集团的激励机制.中外管理,2004,(11):7
[9]Rogor Mills,Bill Weinstein.Beyond Shareholder Value-Reconciling the Shareholdre and Stakeholder Perspectives.Journal of General Management,2000,(3):80-93
[10]斯蒂芬.P.罗宾斯.管理学(黄卫伟等译).北京:中国人民大学出版社,2002.386-405
[11]彭剑锋.21世纪人力资源管理的十大特点.特别关注,2001,(6):4-9
[12]D.E.McClelland.The Achieving Society.Princeton:Van Nostrand,1961
[13]许庆瑞.管理学.北京:高等教育出版社,1997.56
[14]刘丽文,刘佳晨.制造业企业职工激励机制的实证分析.清华大学学报,1997,(12):58-64
[15]Laffont,Jean-Jacques.Applied incentive theory.Beijing:Peking University Press,2001
[16]张小永.激励理论的综述及其启示.当代教育科学,2004,(6):48-49
[17]斯蒂芬.P.罗宾斯.组织行为学(孙建敏等译).中国人民大学出版社,2002.164
[18]加里,德斯勒.人力资源管理.北京:中国人民大学出版社,1999
[19]Heinz Weihrich,Harold Koontz.Management:A Global Perspective.Singapore:McGraw-Hill Education,2004
[20]魏海燕,袁建昌.职业经理人激励与约束的理论依据探析.工业技术经济,2006,25(2):135-137
[21]安蓉泉.国企经营者激励约束机制研究.北京:经济科学出版社,1999.183
[22]李前.HJ家具公司激励机制研究:[硕士学位论文].北京:对外经济贸易大学,2007
[23]张洪伟.四平卷烟厂员工激励机制优化研究:[硕士学位论文].吉林:吉林大学,2006
[24]姚艳虹,袁凌.人力资源管理.长沙:湖南大学出版社,2003,169-173
[25]李玉江.国企员工激励制度缺陷及其对策研究.石油政工研究,2002,(4):24-26
[26]张德,组织行为学.北京:清华大学出版社,2002,154-156
[27]候光明.管理激励与约束.北京:北京理工大学出版社,1999,56-58
[28]雷红慧.关系汽车涂料公司员工激励机制优化研究:[硕士学位论文].湖南:湖南大学,2006
[29]傅永刚.如何激励员工.大连:大连理工大学出版社,2000,46
[30]贾书成.关于企业激励机制的几点思考.经济师,2004,(4):267
[31]张晓森.烟草商业企业员工激励机制研究:[硕士学位论文],山东:山东大学,2007
[32]张继佟.凯业水泥公司激励机制研究:[硕士学位论文].辽宁:大连理工大学,2002
[33]吴文盛.企业文化激励机制研究.生产力研究,2005,(11):206-208
[34]Scoones D.,Bernhardt D.Promotion,Turnover and Discretionary Human Capital Acquisition.Journal of Labor Economics,1998,16(1):122-141
[35]范庆桦,王铮,罗伯特.卡普兰.是非平衡计分卡.人力资源开发与管理,2003,(4):24-26
[36]Stephen P.Robbins.Organizational Behavior.Prentice Hall Inc,1997.166
[37]裴广俊,容和平.企业核心人力资本效用最大化研究.太原科技,2007,(11):64-68
[38]阎世平.制度视野中的企业文化.桂林:中国时代经济出版社,2003,158-161
[39]张弘,赵曙明.人力资源管理的演变.中国人力资源开发,2002,(3):13-16
[40]李燕.企业激励机制创新.中国人力资源开发,2002,(3):13-16
[2]中国社会科学院研究生院组.哈佛模式--人力资源管理.北京:人民日报出版社,2004.26
[3]周菲.管理心理学.北京:清华大学出版社,2005
[4]郭小龙,李剑,谢舜.员工管理.北京:企业管理出版社,2001.32
[5]苏文坤.浅谈人力资源管理的激励机制.企业家天地下半月刊,2006,(7):57-58
[6]宋永春.论人力资源管理中的激励机制.企业活力,2005,(12):58-59
[7]张德,曲庆.管理学.北京:清华大学出版社,2000.223
[8]汪海涛.三九集团的激励机制.中外管理,2004,(11):7
[9]Rogor Mills,Bill Weinstein.Beyond Shareholder Value-Reconciling the Shareholdre and Stakeholder Perspectives.Journal of General Management,2000,(3):80-93
[10]斯蒂芬.P.罗宾斯.管理学(黄卫伟等译).北京:中国人民大学出版社,2002.386-405
[11]彭剑锋.21世纪人力资源管理的十大特点.特别关注,2001,(6):4-9
[12]D.E.McClelland.The Achieving Society.Princeton:Van Nostrand,1961
[13]许庆瑞.管理学.北京:高等教育出版社,1997.56
[14]刘丽文,刘佳晨.制造业企业职工激励机制的实证分析.清华大学学报,1997,(12):58-64
[15]Laffont,Jean-Jacques.Applied incentive theory.Beijing:Peking University Press,2001
[16]张小永.激励理论的综述及其启示.当代教育科学,2004,(6):48-49
[17]斯蒂芬.P.罗宾斯.组织行为学(孙建敏等译).中国人民大学出版社,2002.164
[18]加里,德斯勒.人力资源管理.北京:中国人民大学出版社,1999
[19]Heinz Weihrich,Harold Koontz.Management:A Global Perspective.Singapore:McGraw-Hill Education,2004
[20]魏海燕,袁建昌.职业经理人激励与约束的理论依据探析.工业技术经济,2006,25(2):135-137
[21]安蓉泉.国企经营者激励约束机制研究.北京:经济科学出版社,1999.183
[22]李前.HJ家具公司激励机制研究:[硕士学位论文].北京:对外经济贸易大学,2007
[23]张洪伟.四平卷烟厂员工激励机制优化研究:[硕士学位论文].吉林:吉林大学,2006
[24]姚艳虹,袁凌.人力资源管理.长沙:湖南大学出版社,2003,169-173
[25]李玉江.国企员工激励制度缺陷及其对策研究.石油政工研究,2002,(4):24-26
[26]张德,组织行为学.北京:清华大学出版社,2002,154-156
[27]候光明.管理激励与约束.北京:北京理工大学出版社,1999,56-58
[28]雷红慧.关系汽车涂料公司员工激励机制优化研究:[硕士学位论文].湖南:湖南大学,2006
[29]傅永刚.如何激励员工.大连:大连理工大学出版社,2000,46
[30]贾书成.关于企业激励机制的几点思考.经济师,2004,(4):267
[31]张晓森.烟草商业企业员工激励机制研究:[硕士学位论文],山东:山东大学,2007
[32]张继佟.凯业水泥公司激励机制研究:[硕士学位论文].辽宁:大连理工大学,2002
[33]吴文盛.企业文化激励机制研究.生产力研究,2005,(11):206-208
[34]Scoones D.,Bernhardt D.Promotion,Turnover and Discretionary Human Capital Acquisition.Journal of Labor Economics,1998,16(1):122-141
[35]范庆桦,王铮,罗伯特.卡普兰.是非平衡计分卡.人力资源开发与管理,2003,(4):24-26
[36]Stephen P.Robbins.Organizational Behavior.Prentice Hall Inc,1997.166
[37]裴广俊,容和平.企业核心人力资本效用最大化研究.太原科技,2007,(11):64-68
[38]阎世平.制度视野中的企业文化.桂林:中国时代经济出版社,2003,158-161
[39]张弘,赵曙明.人力资源管理的演变.中国人力资源开发,2002,(3):13-16
[40]李燕.企业激励机制创新.中国人力资源开发,2002,(3):13-16