【摘要】：企業(yè)(公司)在運營過程中形成的相對其他競爭對手的優(yōu)勢,往往很容易被別人模仿。但企業(yè)通過有效人力資源管理形成的競爭優(yōu)勢因其形成過程背景復雜,內(nèi)部關聯(lián)眾多,所以很少能被競爭對手真正、系統(tǒng)地接觸和模仿,為此,通過強化人力資源管理,獲取人力資源優(yōu)勢從而創(chuàng)造企業(yè)競爭優(yōu)勢,提升企業(yè)運營效率,已經(jīng)成為企業(yè)管理者的共識。員工是企業(yè)最重要的人力資源之一,培育企業(yè)競爭優(yōu)勢,既需要公司具有關懷員工的意識,也需要員工具有敬業(yè)的精神。員工的敬業(yè)精神在很大程度上直接表現(xiàn)為個體對企業(yè)分配給自己的工作角色的認知和其為完成工作任務而投入努力的程度。員工在工作中無法回避而又必須處理的與工作、團隊成員、組織三個方面的關系,使得員工敬業(yè)度涉及的特征因素表現(xiàn)為履行職責、合作、奉獻,并可以通過工作挑戰(zhàn)性——行動方式、組織類型——協(xié)作方式、職業(yè)規(guī)劃——付出方式六個因子進行測評,從而采取措施對員工的敬業(yè)度進行調(diào)適、改變和提升,最終實現(xiàn)員工績效的提升。根據(jù)V公司對員工敬業(yè)度管理進行的實踐,我國企業(yè)應當重視員工敬業(yè)度的管理,從企業(yè)發(fā)展戰(zhàn)略的高度出發(fā),結合企業(yè)自身的實際狀況展開對員工敬業(yè)度評價和提升,通過慎重選才、設定公平公正的薪酬標準、提供個性化的特色福利項目、制定員工職業(yè)發(fā)展與接替計劃、實施員工專項培訓、對關鍵崗位的員工給予長期服務激勵、鼓勵員工持股等不同措施,改進人力資源管理的重點,以便最大限度地激發(fā)員工的工作熱情、調(diào)動員工積極性,形成企業(yè)在經(jīng)濟競爭中的人力資源優(yōu)勢,提高企業(yè)經(jīng)營效率,從而最終實現(xiàn)良好的經(jīng)濟效益和長遠的企業(yè)發(fā)展。
[Abstract]:The advantages of enterprises over other competitors in the course of operation are easily imitated by others. However, the competitive advantage formed by effective human resource management is seldom contacted and imitated by competitors because of its complex background and numerous internal connections. Therefore, human resource management is strengthened. It has become the consensus of enterprise managers to obtain human resource advantages to create competitive advantages and to improve the operational efficiency of enterprises. The employee is one of the most important human resources in the enterprise. To cultivate the competitive advantage of the enterprise, it is necessary for the company not only to care for the employees, but also to have the spirit of dedication. To a large extent, the employee's dedication is directly reflected in the individual's cognition of the job role assigned to him by the enterprise and the degree of his effort to accomplish the task. Employees can not avoid and have to deal with the work, team members, organizational three aspects of the relationship, so that employee engagement involved in the characteristics of performance of duties, cooperation, dedication, And it can be evaluated by six factors: job challenging-action style, organization type-collaboration mode, career planning-paying way, so as to take measures to adjust, change and promote employee engagement. Finally, the performance of employees will be improved. According to the practice of V Company on employee engagement management, Chinese enterprises should attach importance to the management of employee engagement, start from the height of enterprise development strategy, combine the actual situation of enterprise to evaluate and promote employee engagement. Through careful selection of talents, setting fair and fair salary standards, providing individualized and characteristic welfare programs, formulating employee career development and succession plans, implementing special staff training, giving long-term service incentives to employees in key positions, To encourage different measures, such as employee stock ownership, to improve the focus of human resource management, in order to stimulate the enthusiasm of the staff to the maximum extent, arouse the enthusiasm of the staff, form the advantage of human resources in the economic competition of the enterprise, and improve the management efficiency of the enterprise. So that the final realization of good economic benefits and long-term development of enterprises.
【學位授予單位】：南京師范大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F272.92;F416.471

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