企业员工与组织匹配评价模型及管理机制研究

发布时间：2018-03-23 06:25

本文选题：员工-组织匹配　切入点：评价指标　出处：《青岛科技大学》2017年硕士论文　论文类型：学位论文

【摘要】：随着社会经济的发展,企业的生存环境越来越复杂多变,行业内竞争加剧。想要在竞争激烈的环境中生存下去,企业需要和员工的共同努力,准确把握未来的趋势和变化。从十九世纪末现代公司的出现至今,现代人力资源管理的发展经历了经济人、社会人、自我实现人三个阶段,员工在企业中的地位不断上升,越来越受到重视。企业员工与组织匹配与否,影响着企业的效益和员工的发展,是企业发展中不可忽视的因素。员工与组织匹配不仅是指员工与组织的价值观、目标、信仰相似和在能力要求上的互补,更是意味着员工认同组织的文化,融入到组织氛围中,员工和组织的价值观、目标、发展方向调和融洽、高度一致,为实现组织发展和个人成长共同努力。影响员工与组织匹配的因素很多,采用文献分析得出主要有价值观、目标、工作态度、工作能力、薪酬、福利等,据此,本研究建立了员工-组织匹配指标体系,一级指标有自然属性、员工个体特征、员工能力、员工工作情况、组织特性、领导水平、组织制度、组织内部条件、组织激励、组织变革、组织外环境等;二级指标包括年龄、学历、性格、工作能力、工作职责、组织性质、领导公平、招聘、战略规划、工作认可、战略变革、社会保障等78个。运用德尔菲法、层次分析法、模糊综合评价方法,构建了员工-组织匹配评价模型,并确定了员工-组织匹配评价标准,分别为高度匹配、良好匹配、中度匹配、基本匹配、不匹配五级。该模型为评价企业员工-组织匹配状况,找到员工-组织匹配弱项,提出改进建议提供了依据。员工与组织匹配管理对员工自身发展和企业长远运营都非常重要,应建立长效管理机制以保证员工和组织的关系始终处在良好的状态。本研究从招聘、员工培训、定期检测方面建立了预警管理机制;从员工职业发展规划、工作能力、工作态度、绩效制度等方面建立了关键点管理机制;从企业和员工两方面建立了提升管理机制,包括企业文化的建设、企业核心竞争力的提升、员工专业能力、沟通能力、学习能力、合作能力以及执行力等方面。
[Abstract]:With the development of social economy, the living environment of enterprises is more and more complex and changeable, and the competition in the industry intensifies. In order to survive in a competitive environment, enterprises need to make joint efforts with their employees. From the appearance of the modern company in the late 19th century to now, the development of modern human resource management has experienced three stages: economic man, social person, self-actualization person, and the position of employees in the enterprise has been rising constantly. More and more attention has been paid to the matching of employees and organizations, which affects the efficiency and development of enterprises, and is an important factor in the development of enterprises. The matching between employees and organizations is not only the values and objectives of employees and organizations, but also the development of enterprises. Belief similarity and complementary ability requirements mean that employees identify with the culture of the organization, integrate into the organizational atmosphere, the values, goals, development directions of the staff and the organization are harmonious and highly consistent, In order to achieve organizational development and personal growth, there are many factors that affect the matching of employees and organizations. The main values, goals, work attitude, working ability, salary, benefits and so on are obtained by literature analysis. This study has established the index system of staff-organization matching. The first-level index has natural attributes, individual characteristics of employees, employee ability, working conditions, organizational characteristics, leadership level, organizational system, internal conditions of organization, organizational motivation, and so on. Second level indicators include age, education, personality, working ability, job responsibility, organizational nature, leadership equity, recruitment, strategic planning, job recognition, strategic change, etc. Using Delphi method, Analytic hierarchy process (AHP) and fuzzy comprehensive evaluation method, the evaluation model of staff-organization matching is constructed, and the evaluation criteria of staff-organization matching are determined, which are high match and good match, respectively. Medium match, basic match, mismatch level 5. This model is used to evaluate the employee-organization matching status and find the weakness of employee-organization matching. Suggestions for improvement are provided. The match management between employee and organization is very important for the development of employees and the long-term operation of the enterprise. A long-term management mechanism should be established to ensure that the relationship between employees and the organization is always in a good state. This study has established an early warning management mechanism from the aspects of recruitment, staff training, regular testing, staff career development planning, working ability, etc. Work attitude, performance system and other aspects of the establishment of key point management mechanism, from the two aspects of the enterprise and staff to establish a management mechanism, including the construction of corporate culture, the promotion of core competitiveness of the enterprise, staff professional skills, communication skills, Ability of learning, cooperation and execution.
【学位授予单位】：青岛科技大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F426.8

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