【摘要】：對外資企業(yè)而言,如何在競爭激烈的現(xiàn)代商業(yè)社會中生存、發(fā)展,已是個(gè)最值得思考的問題。留人難、難留人,在名企云集的美國,由于高新企業(yè)人才的短缺,企業(yè)間相互挖人愈演愈烈�！傲舾呤�3年就算成功”的字里行間透出無奈。在我國,人才競爭形勢更加嚴(yán)峻,高端人才稀缺,流動率增加,一些企業(yè)由于不能留住高端人才,已經(jīng)造成一些高端人才的流失,這些高端人才有的流向海外,有些流入競爭對手的企業(yè),這就直接導(dǎo)致人才流失使企業(yè)樹敵,也有可能導(dǎo)致昔日的合作伙伴成為競爭對手。對國內(nèi)制造業(yè)外資企業(yè)而言,由于其環(huán)境文化的差異、行業(yè)特殊性、管理制度失效、員工素質(zhì)參差不齊,致使人才流失等問題,已成為當(dāng)前國內(nèi)制造業(yè)外資企業(yè)在中國成長的瓶頸問題。同時(shí),能夠留住人才,培養(yǎng)人才,但又如何發(fā)揮人才最大的潛能,也成為外資企業(yè)必須思考的問題。這已經(jīng)成為當(dāng)前外資企業(yè)在中國發(fā)展的必備技能。 本文試圖通過案例分析及所學(xué)知識來淺析外資企業(yè)進(jìn)軍中國、在中國本地化過程中遇到的一些人才激勵(lì)方面的問題,例如如何發(fā)現(xiàn)人才、培養(yǎng)人才、吸收人才、留住人才以及發(fā)揮在職人才最大潛能等方面的困擾,探索利用故事案例,綜合激勵(lì)理論,結(jié)合實(shí)踐經(jīng)驗(yàn),借鑒前者教導(dǎo)尋找可行的解決方案。因所研究對象---國內(nèi)制造業(yè)外資企業(yè)員工的自身特點(diǎn),企業(yè)除要提供給員工極具競爭力的薪酬以吸引、留住人才外,企業(yè)更應(yīng)當(dāng)提供更多內(nèi)在激勵(lì)：具有潛力的職業(yè)發(fā)展空間、溫馨的工作環(huán)境(包括員工的工作環(huán)境和生活環(huán)境。例如硬件設(shè)施和軟件設(shè)施的建設(shè),以體現(xiàn)企業(yè)對員工的人文關(guān)懷、職業(yè)發(fā)展規(guī)劃重視及對企業(yè)未來發(fā)展的展望)、形成一種中西文化相互交融的適合當(dāng)?shù)刂蟹絾T工的具有地方特色的企業(yè)文化等等,以便發(fā)揮員工最大的潛能和實(shí)現(xiàn)員工和企業(yè)的共同發(fā)展目標(biāo)。促使企業(yè)和員工達(dá)到雙贏的最終目的。本文淺析出幾點(diǎn)激勵(lì)知識技術(shù)型員工的建議和方法而勵(lì)志對企業(yè)中知識技術(shù)型員工在工作上的激勵(lì)具有一定的借鑒意義。
[Abstract]:For foreign-funded enterprises, how to survive and develop in the competitive modern commercial society is the most important question. It is difficult to keep people. In the United States, where famous enterprises gather, due to the shortage of talents in high-tech enterprises, enterprises dig each other more and more intensely. "keep a master for 3 years even if successful" between the lines show helplessness. In China, the situation of talent competition is even more severe, the high-end talents are scarce, and the turnover rate is increasing. Because some enterprises cannot retain high-end talents, they have caused the loss of some high-end talents, and some of these high-end talents have flowed overseas. Some are flowing into competitors, which directly leads to brain drain that makes them enemies, and may cause former partners to become rivals. For foreign-funded enterprises in domestic manufacturing industry, due to their differences in environment and culture, industry particularity, ineffective management system, uneven staff quality, and other problems, such as brain drain, It has become the bottleneck of the growth of foreign-owned manufacturing enterprises in China. At the same time, it is necessary for foreign enterprises to think about how to keep talents and cultivate talents, but how to exert the greatest potential of talents. This has become the current development of foreign-funded enterprises in China necessary skills. This paper tries to analyze the problems of foreign-funded enterprises entering China through case analysis and knowledge, such as how to find talents, train talents, and absorb talents in the process of localization in China, for example, how to find talents, train talents, and absorb talents in the process of localization in China. It is difficult to retain talents and give full play to the maximum potential of on-the-job talents, to explore the use of story cases, comprehensive incentive theory, combined with practical experience, to learn from the former teaching to find a feasible solution. Due to the characteristics of the employees of the foreign-owned enterprises in the domestic manufacturing industry, the enterprises should not only provide highly competitive compensation to their employees to attract and retain talents, Enterprises should provide more internal incentives: a potential career development space, a warm working environment (including the working and living environment of employees). For example, the construction of hardware and software facilities to reflect the humanistic concern of enterprises to employees, the importance of career development planning, and the prospects for the future development of enterprises), To form a kind of corporate culture with local characteristics suitable for local Chinese employees, and so on, so as to give full play to the maximum potential of employees and realize the common development goals of employees and enterprises. To promote enterprises and employees to achieve the ultimate goal of win-win. This paper analyzes some suggestions and methods for motivating knowledge-based and technology-oriented employees, which can be used for reference in the work of knowledge-technology-oriented employees in enterprises.
【學(xué)位授予單位】：西南財(cái)經(jīng)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F425;F272;F272.92

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