快消品企业员工组织忠诚度研究

发布时间：2018-01-26 18:39

本文关键词： 快消品企业忠诚度员工流失率核心竞争力　出处：《山东大学》2012年硕士论文　论文类型：学位论文

【摘要】：21世纪,维系和提升企业核心竞争力的能量之源由金融资本逐步转变为智力资本,因此,作为知识的活载体的人才,成为企业之间竞相争夺的对象。而对于已经拥有一批高素质人才的企业也不会觉得一劳永逸,因为他们知道,在员工忠诚度滑坡之风越刮越猛的时代背景下,表面看起来坚不可摧的企业其实都时刻面临着土崩瓦解的风险。在一项对世界著名企业家的调查中,对于“您认为员工应该具备的品质是什么”这一问题,他们几乎都选择了“忠诚”。的确,优秀企业在用人上都把忠诚作为识人、用人的首要标准,其次才是个人的能力和素质。作为以盈利为主要目的的企业,必须做到以员工为根本,不能只将员工视为创造利润的机器和工具,而是要让员工成为企业的一份子,公平、合理地享受企业发展成果。尤其是在面对困难时,企业更应该将其视为提高员工组织忠诚度的机遇,而绝非仅仅是危机。但是,国内大多数企业在遭遇危机时,通常采取的做法是自下而上的减薪、裁员,这毫不利于员工组织忠诚度的建立及维护。日本企业则不同,在面临危机时,他们通常会采取自上而下的减薪、缩编。首先企业高层会减薪、减持股份和红利等,其次是中层,最后才是一般员工减薪或减少工作时数,不得已时才裁员。这样的做法,既有利于员工组织忠诚度的建立,更体现出企业对员工所付出的忠诚。员工的组织忠诚度越高,企业的核心团队就越稳固,企业的竞争力就越强。“苹果”公司之所以有今天的成就,得益和得利于人才所带来的技术上的创新,从而使企业及产品拥有了无可比拟的技术优势。上海市的一项调查显示,30岁以下的年轻员工在一个单位的连续工作时间平均只有约一年半,31-40岁的员工也只有两年零3个月；而同期日本31-35岁员工平均工作时间则超过八年。①差距如此之大,令人深思。2008年,国家新出台了劳动合同法,但其对于改善“员工忠诚度低,流失率高”的现况起得改善作用微乎其微。员工组织忠诚度降低、甚至滑坡已经是一个不争的事实,如：跳槽频繁、流动加剧；缺乏主动性、责任心差……,这些问题严重制约了企业的健康、快速发展。提高员工对企业的忠诚度已经成为保持企业核心竞争力的重要手段。微软软件设计经理说：“微软所面临的最大挑战不是法律问题,而是它如何留住自己的核心员工”。面对“无硝烟”的人才争夺战,企业不得不重新审视员工在企业中的地位和作用。综合以上可以看出,深入剖析员工“喜新厌旧”和“见异思迁”的深层原因比挖空心思设计富有竞争力的薪酬体系更加具有决定意义。作为快消品企业,由于其行业特性决定了其较其它行业的员工低忠诚度、高流动率,所以对快消品企业员工组织忠诚度的研究也势在必行。本文预期通过对员工组织忠诚度进行全面研究,包括分析借鉴前学者们的相关研究成果及对10家快消品企业进行调研访谈等,找到适合于快消品企业的员工组织忠诚度提升对策,减少企业人力资源置换成本,提高企业生产效益和服务效益,长期保持企业核心竞争力。
[Abstract]:In the 21 ~ ( st ) century , the source of energy that sustains and promotes the core competitiveness of the enterprise is gradually transformed into intellectual capital by financial capital . Therefore , the enterprise as the living carrier of knowledge can become the object of competition among enterprises . As an enterprise with profit as the main purpose , it is necessary to take the employee as the root , not only the employee as the machine and the tool to create profit , but to make the employee a subsidiary , fair and reasonable to enjoy the enterprise development results . In particular , in the face of the crisis , the enterprise should take it as an opportunity to improve the employee ' s organizational loyalty , and it is not only a crisis . However , the higher the employee ' s organizational loyalty , the more stable the core team of the enterprise , the stronger the enterprise ' s competitiveness . According to a survey in Shanghai , young employees under the age of 30 have an average of only about a year and a half in a single unit , and employees aged 31 - 40 have an average of two years and three months . In 2008 , the country ' s new labor contract law , which severely constrained the health and rapid development of the enterprise , has become an important means of maintaining the core competitiveness of the enterprise . Based on the above , it can be seen that the deeper analysis of the deep causes of the employee ' s " new and old " and " seeing off " is more decisive than the design of the competitive salary system . As a fast - eliminating enterprise , it is imperative to study the employee ' s organizational loyalty through the comprehensive study of the employee ' s organizational loyalty , including the analysis of the relevant research results of the former scholars and the investigation and interview of the ten kinds of fast - eliminating enterprises . This paper intends to find out the countermeasures to improve the employee ' s organizational loyalty , reduce the replacement cost of human resources , improve the production efficiency and the service efficiency of the enterprise , and maintain the core competitiveness of the enterprise for a long term .

【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F272.92

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