民营企业人力资源管理研究
|
摘要
我国民营企业在20多年的时间里发生了巨大的改变,一大批民营企业迅速成长起来。总的来看,民营企业在社会经济中表现日趋活跃,在国民经济中的地位不断提升,并已成为其重要组成部分。
在当今时代,人力资源已成为企业关键的战略管理工具,民营企业由于其发展的起点和发展历程的特殊性,在人力资源管理方面存在着这样那样的问题,人力资源已成为影响民营企业提升的最重要因素之一。民营企业要想在竞争中占据主动地位,必须改善人力资源管理这一薄弱环节。
本文在综述了国内外人力资源管理相关文献的基础上,通过对民营企业发展历程的回顾,采用问卷调查和访谈相结合的方法对我国民营企业的人力资源管理现状进行了深入的调查和研究,并着重分析了我国民营企业在用人机制、绩效考核、薪酬管理与激励机制、员工培训和学习型组织建设、企业文化以及职业经理人引进方面的现状,揭示了民营企业人力资源管理方面存在的普遍性问题。充分挖掘其深层次原因,针对其问题与原因,提出了优化民营企业人力资源管理的可操作性策略。特别对绩效考核问题,笔者提出了构建6P绩效管理体系的方法;对薪酬管理与激励机制,提出了要遵循公平性、差异性、物质激励和精神激励相结合的原则,并对民营企业如何提高员工的参与意识,落实民主参与激励提出了一些创新性的建议和思路;对员工培训,提出了要从企业实际需要出发,采取质与量并重,因材施教的原则;在学习型组织建设方面,提出要构建扁平化的组织结构来适应学习型组织的要求,注重营造良好文化氛围,提升团队的学习技能;在企业文化建设方面,提出要立足自身,实施差别化策略,重视员工共同参与及沟通的信息渠道作用;最后,对民营企业职业经理人交易市场的改进提出了一些创新性的建议,即除要建构有效的企业产权结构和企业内部治理结构外,还要建立起相应的企业家激励机制如股票期权制,同时也可以采取家族企业折中治理的模式。
对任何企业而言,只有最好的理论,没有最好的方法。在民营企业的人力资源管理创新中,必须以企业整体战略和核心价值观为基础,结合企业自身特点来进行设计和实践,本文旨在为民营企业在人力资源管理方面提供一些方向性的指导意见,以资借鉴。
Chinese private enterprises have witnessed a dramatic change which is characterized as the fast growth of the private enterprises during past 20 years. Generally speaking, the private enterprises has turned into an important part of China social and economic system thanks to its active performance and increasingly enhanced status in domestic economy.
Human Resource has turned into one of key strategy management tools for today’s enterprises, but the private enterprises are confronted with some problems as a consequence of their start point of their establishment and uniqueness in its development track, and human resource has been one of the important factors which overshadows private enterprise enhancement. The private enterprises need to reinforce their HR management if they wish to take the initiative position in the competition.
On the basis of overview of China and international HR management references, retrospect of Chinese private enterprise development trail, and in-depth survey and study of the status quo of China private enterprise HR management through the way of combination of questionnaire survey and interview, this article is designed to analyze the status quo of Chinese private enterprise recruitment mechanism, performance appraisal, compensation management, incentive mechanism, employee training and learning organization construction, corporate culture and professional manager introduction, and study the common problems existing in private enterprise HR management. It is designed to explore the further causes and put forward the operational strategy to optimize the private enterprise HR management. The author proposes to set up 6Ps performance management system for the performance appraisal; the principle of fairness, differentiation, material incentive in conjunction with psychological incentive for compensation management and incentive mechanism as well as some innovative suggestions and thoughts about how the private enterprises enhance employee awareness of participation and implement democratic involvement incentive; the employee training principle of quality and quantity and customized program on basis of the enterprise actual needs; in terms of learning organization construction, establishment of flat organization structure to accommodate the requirement of learning organization, creation of superior culture atmosphere and enhancement of learning skills; in the filed of corporate culture cultivation, the implementation of differentiation strategy on basis of existing facilities and conditions as well as the emphasis on employee involvement and the information channel function of the communication; last but not least, it’s designed to propose some innovative suggestions on the improvement of the private enterprise professional manager exchange market, i.e. the availability of corresponding entrepreneur incentive mechanism of stock future system on the basis of the establishment of effective enterprise property right structure and enterprise internal governance structure, as well as the mode of family enterprise compromise governance.
As far as any an enterprise is concerned, there is only optimal theory of doing things but no best way of how to do it. The private enterprise HR management innovation must be designed and practiced on basis of enterprise overall strategy and core values in combination with enterprise characteristics. With that, this article is designed to provide some directional instructions on the private enterprise HR management, which may bring some reference as hoped.
在当今时代,人力资源已成为企业关键的战略管理工具,民营企业由于其发展的起点和发展历程的特殊性,在人力资源管理方面存在着这样那样的问题,人力资源已成为影响民营企业提升的最重要因素之一。民营企业要想在竞争中占据主动地位,必须改善人力资源管理这一薄弱环节。
本文在综述了国内外人力资源管理相关文献的基础上,通过对民营企业发展历程的回顾,采用问卷调查和访谈相结合的方法对我国民营企业的人力资源管理现状进行了深入的调查和研究,并着重分析了我国民营企业在用人机制、绩效考核、薪酬管理与激励机制、员工培训和学习型组织建设、企业文化以及职业经理人引进方面的现状,揭示了民营企业人力资源管理方面存在的普遍性问题。充分挖掘其深层次原因,针对其问题与原因,提出了优化民营企业人力资源管理的可操作性策略。特别对绩效考核问题,笔者提出了构建6P绩效管理体系的方法;对薪酬管理与激励机制,提出了要遵循公平性、差异性、物质激励和精神激励相结合的原则,并对民营企业如何提高员工的参与意识,落实民主参与激励提出了一些创新性的建议和思路;对员工培训,提出了要从企业实际需要出发,采取质与量并重,因材施教的原则;在学习型组织建设方面,提出要构建扁平化的组织结构来适应学习型组织的要求,注重营造良好文化氛围,提升团队的学习技能;在企业文化建设方面,提出要立足自身,实施差别化策略,重视员工共同参与及沟通的信息渠道作用;最后,对民营企业职业经理人交易市场的改进提出了一些创新性的建议,即除要建构有效的企业产权结构和企业内部治理结构外,还要建立起相应的企业家激励机制如股票期权制,同时也可以采取家族企业折中治理的模式。
对任何企业而言,只有最好的理论,没有最好的方法。在民营企业的人力资源管理创新中,必须以企业整体战略和核心价值观为基础,结合企业自身特点来进行设计和实践,本文旨在为民营企业在人力资源管理方面提供一些方向性的指导意见,以资借鉴。
Chinese private enterprises have witnessed a dramatic change which is characterized as the fast growth of the private enterprises during past 20 years. Generally speaking, the private enterprises has turned into an important part of China social and economic system thanks to its active performance and increasingly enhanced status in domestic economy.
Human Resource has turned into one of key strategy management tools for today’s enterprises, but the private enterprises are confronted with some problems as a consequence of their start point of their establishment and uniqueness in its development track, and human resource has been one of the important factors which overshadows private enterprise enhancement. The private enterprises need to reinforce their HR management if they wish to take the initiative position in the competition.
On the basis of overview of China and international HR management references, retrospect of Chinese private enterprise development trail, and in-depth survey and study of the status quo of China private enterprise HR management through the way of combination of questionnaire survey and interview, this article is designed to analyze the status quo of Chinese private enterprise recruitment mechanism, performance appraisal, compensation management, incentive mechanism, employee training and learning organization construction, corporate culture and professional manager introduction, and study the common problems existing in private enterprise HR management. It is designed to explore the further causes and put forward the operational strategy to optimize the private enterprise HR management. The author proposes to set up 6Ps performance management system for the performance appraisal; the principle of fairness, differentiation, material incentive in conjunction with psychological incentive for compensation management and incentive mechanism as well as some innovative suggestions and thoughts about how the private enterprises enhance employee awareness of participation and implement democratic involvement incentive; the employee training principle of quality and quantity and customized program on basis of the enterprise actual needs; in terms of learning organization construction, establishment of flat organization structure to accommodate the requirement of learning organization, creation of superior culture atmosphere and enhancement of learning skills; in the filed of corporate culture cultivation, the implementation of differentiation strategy on basis of existing facilities and conditions as well as the emphasis on employee involvement and the information channel function of the communication; last but not least, it’s designed to propose some innovative suggestions on the improvement of the private enterprise professional manager exchange market, i.e. the availability of corresponding entrepreneur incentive mechanism of stock future system on the basis of the establishment of effective enterprise property right structure and enterprise internal governance structure, as well as the mode of family enterprise compromise governance.
As far as any an enterprise is concerned, there is only optimal theory of doing things but no best way of how to do it. The private enterprise HR management innovation must be designed and practiced on basis of enterprise overall strategy and core values in combination with enterprise characteristics. With that, this article is designed to provide some directional instructions on the private enterprise HR management, which may bring some reference as hoped.
引文
[1] 张正堂,刘宁,《战略性人力资源管理及其理论基础》,《财经问题研究》,2005 年,第 1期,第 16-19 页;
[2] 石金涛,顾琴轩,唐宁玉等,《现代人力资源开发与管理》,上海,上海交通大学出版社,2001 年,第 24-30 页;
[3] 郑晓明,《人力资源管理导论》,北京,机械工业出版社,2005 年;
[4] 李亚,《民营企业发展战略》,北京,方正出版社,2004 年;
[5] 周三多,陈传明,鲁明泓,《管理学—原理与方法》,上海,复旦大学出版社,1999年,第117页;
[6] 过聚荣,周三多,《中小企业成长战略的探讨》,《南开管理评论》,2004年,第2期,第106页;
[7] 葛玉辉,许学军,吴承琪,《人力资源管理》,北京,清华大学出版社,2006年;
[8] 林泽炎,《3P模式:中国人力资源管理操作方案》,中信出版社,2001年;
[9] 赵曙明,《绩效管理与评估》,北京,高等教育出版社,2004年;
[10] 周星,《构建科学的5P绩效管理模式》,《中国质量》,2004年,第7期;
[11] 郭晓薇,杨力,《当前企业绩效评估的误区及反思》,《唯实》,2004年,第2期;
[12] 胡君辰,郑绍镰,《人力资源开发与管理》,上海,复旦大学出版社,2002年;
[13] 金莹,李志,唐孝云,《民营企业员工参与的影响因素与管理研究》,《企业活力》,2004年,第7期;
[14] 孙剑平,《薪酬体系与机制设计》,上海,上海交通大学出版社,2006年;
[15] 顾英伟,吴宏,《企业宽带薪酬体系的设计与应用》,《商业时代·理论》,2005年,第10期;
[16] 蒋龙成,肖卜杭,《宽带薪酬在现代企业中的应用》,《经济师》2006 年,第4 期;
[17] 王坚,蒋青云,陆雄文《在华日美企业员工激励管理比较研究》,《外国经济与管理》,2004年,第10期;
[18] 金莹,李志,唐孝云,《民营企业员工参与的影响因素与管理研究》,《企业活力》,2004年,第7期;
[19] 彼得·圣吉,《第五项修炼—学习型组织的艺术与实务》,上海,上海三联书店,1998年;
[20] 邓宏图,周立群,《经理人市场:供求与交易关系研究》,《江苏社会科学》,2001年,第4期;
[21] 李新春,《经理人市场失灵与家族企业治理》,《管理世界》,2003年,第4期;
[22] [美]Richard M. Hodgetts, Donald F. Kuratko,《Effective Small Business Management》,CITIC Press,2006;
[23] [美]John M. Ivancevich, 《Human Resource Management》, (8th),北京,机械工业出版社,2002 年;
[24] [美]麦克尔·比尔,《管理人力资本》,北京,华夏出版社,2002 年;
[25] 吴文军,《民营企业融资理论与实务指南》,北京,经济科学出版社,2006年。
[2] 石金涛,顾琴轩,唐宁玉等,《现代人力资源开发与管理》,上海,上海交通大学出版社,2001 年,第 24-30 页;
[3] 郑晓明,《人力资源管理导论》,北京,机械工业出版社,2005 年;
[4] 李亚,《民营企业发展战略》,北京,方正出版社,2004 年;
[5] 周三多,陈传明,鲁明泓,《管理学—原理与方法》,上海,复旦大学出版社,1999年,第117页;
[6] 过聚荣,周三多,《中小企业成长战略的探讨》,《南开管理评论》,2004年,第2期,第106页;
[7] 葛玉辉,许学军,吴承琪,《人力资源管理》,北京,清华大学出版社,2006年;
[8] 林泽炎,《3P模式:中国人力资源管理操作方案》,中信出版社,2001年;
[9] 赵曙明,《绩效管理与评估》,北京,高等教育出版社,2004年;
[10] 周星,《构建科学的5P绩效管理模式》,《中国质量》,2004年,第7期;
[11] 郭晓薇,杨力,《当前企业绩效评估的误区及反思》,《唯实》,2004年,第2期;
[12] 胡君辰,郑绍镰,《人力资源开发与管理》,上海,复旦大学出版社,2002年;
[13] 金莹,李志,唐孝云,《民营企业员工参与的影响因素与管理研究》,《企业活力》,2004年,第7期;
[14] 孙剑平,《薪酬体系与机制设计》,上海,上海交通大学出版社,2006年;
[15] 顾英伟,吴宏,《企业宽带薪酬体系的设计与应用》,《商业时代·理论》,2005年,第10期;
[16] 蒋龙成,肖卜杭,《宽带薪酬在现代企业中的应用》,《经济师》2006 年,第4 期;
[17] 王坚,蒋青云,陆雄文《在华日美企业员工激励管理比较研究》,《外国经济与管理》,2004年,第10期;
[18] 金莹,李志,唐孝云,《民营企业员工参与的影响因素与管理研究》,《企业活力》,2004年,第7期;
[19] 彼得·圣吉,《第五项修炼—学习型组织的艺术与实务》,上海,上海三联书店,1998年;
[20] 邓宏图,周立群,《经理人市场:供求与交易关系研究》,《江苏社会科学》,2001年,第4期;
[21] 李新春,《经理人市场失灵与家族企业治理》,《管理世界》,2003年,第4期;
[22] [美]Richard M. Hodgetts, Donald F. Kuratko,《Effective Small Business Management》,CITIC Press,2006;
[23] [美]John M. Ivancevich, 《Human Resource Management》, (8th),北京,机械工业出版社,2002 年;
[24] [美]麦克尔·比尔,《管理人力资本》,北京,华夏出版社,2002 年;
[25] 吴文军,《民营企业融资理论与实务指南》,北京,经济科学出版社,2006年。