V公司員工敬業(yè)度管理研究
發(fā)布時(shí)間：2018-09-14 15:45
【摘要】：企業(yè)(公司)在運(yùn)營(yíng)過(guò)程中形成的相對(duì)其他競(jìng)爭(zhēng)對(duì)手的優(yōu)勢(shì),往往很容易被別人模仿。但企業(yè)通過(guò)有效人力資源管理形成的競(jìng)爭(zhēng)優(yōu)勢(shì)因其形成過(guò)程背景復(fù)雜,內(nèi)部關(guān)聯(lián)眾多,所以很少能被競(jìng)爭(zhēng)對(duì)手真正、系統(tǒng)地接觸和模仿,為此,通過(guò)強(qiáng)化人力資源管理,獲取人力資源優(yōu)勢(shì)從而創(chuàng)造企業(yè)競(jìng)爭(zhēng)優(yōu)勢(shì),提升企業(yè)運(yùn)營(yíng)效率,已經(jīng)成為企業(yè)管理者的共識(shí)。員工是企業(yè)最重要的人力資源之一,培育企業(yè)競(jìng)爭(zhēng)優(yōu)勢(shì),既需要公司具有關(guān)懷員工的意識(shí),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(gè)體對(duì)企業(yè)分配給自己的工作角色的認(rèn)知和其為完成工作任務(wù)而投入努力的程度。員工在工作中無(wú)法回避而又必須處理的與工作、團(tuán)隊(duì)成員、組織三個(gè)方面的關(guān)系,使得員工敬業(yè)度涉及的特征因素表現(xiàn)為履行職責(zé)、合作、奉獻(xiàn),并可以通過(guò)工作挑戰(zhàn)性——行動(dòng)方式、組織類型——協(xié)作方式、職業(yè)規(guī)劃——付出方式六個(gè)因子進(jìn)行測(cè)評(píng),從而采取措施對(duì)員工的敬業(yè)度進(jìn)行調(diào)適、改變和提升,最終實(shí)現(xiàn)員工績(jī)效的提升。根據(jù)V公司對(duì)員工敬業(yè)度管理進(jìn)行的實(shí)踐,我國(guó)企業(yè)應(yīng)當(dāng)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(jié)合企業(yè)自身的實(shí)際狀況展開(kāi)對(duì)員工敬業(yè)度評(píng)價(jià)和提升,通過(guò)慎重選才、設(shè)定公平公正的薪酬標(biāo)準(zhǔn)、提供個(gè)性化的特色福利項(xiàng)目、制定員工職業(yè)發(fā)展與接替計(jì)劃、實(shí)施員工專項(xiàng)培訓(xùn)、對(duì)關(guān)鍵崗位的員工給予長(zhǎng)期服務(wù)激勵(lì)、鼓勵(lì)員工持股等不同措施,改進(jìn)人力資源管理的重點(diǎn),以便最大限度地激發(fā)員工的工作熱情、調(diào)動(dòng)員工積極性,形成企業(yè)在經(jīng)濟(jì)競(jìng)爭(zhēng)中的人力資源優(yōu)勢(shì),提高企業(yè)經(jīng)營(yíng)效率,從而最終實(shí)現(xiàn)良好的經(jīng)濟(jì)效益和長(zhǎng)遠(yuǎn)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(xué)位授予單位】：南京師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272.92;F416.471
本文編號(hào)：2243143
[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(xué)位授予單位】：南京師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272.92;F416.471
【參考文獻(xiàn)】
相關(guān)期刊論文 前1條
1 ;中國(guó)員工敬業(yè)度調(diào)查 怎樣吸引、保留員工和提高員工敬業(yè)度[J];當(dāng)代經(jīng)理人;2006年07期
，本文編號(hào)：2243143
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