V公司员工敬业度管理研究
发布时间：2018-09-14 15:45
【摘要】：企业(公司)在运营过程中形成的相对其他竞争对手的优势,往往很容易被别人模仿。但企业通过有效人力资源管理形成的竞争优势因其形成过程背景复杂,内部关联众多,所以很少能被竞争对手真正、系统地接触和模仿,为此,通过强化人力资源管理,获取人力资源优势从而创造企业竞争优势,提升企业运营效率,已经成为企业管理者的共识。员工是企业最重要的人力资源之一,培育企业竞争优势,既需要公司具有关怀员工的意识,也需要员工具有敬业的精神。员工的敬业精神在很大程度上直接表现为个体对企业分配给自己的工作角色的认知和其为完成工作任务而投入努力的程度。员工在工作中无法回避而又必须处理的与工作、团队成员、组织三个方面的关系,使得员工敬业度涉及的特征因素表现为履行职责、合作、奉献,并可以通过工作挑战性——行动方式、组织类型——协作方式、职业规划——付出方式六个因子进行测评,从而采取措施对员工的敬业度进行调适、改变和提升,最终实现员工绩效的提升。根据V公司对员工敬业度管理进行的实践,我国企业应当重视员工敬业度的管理,从企业发展战略的高度出发,结合企业自身的实际状况展开对员工敬业度评价和提升,通过慎重选才、设定公平公正的薪酬标准、提供个性化的特色福利项目、制定员工职业发展与接替计划、实施员工专项培训、对关键岗位的员工给予长期服务激励、鼓励员工持股等不同措施,改进人力资源管理的重点,以便最大限度地激发员工的工作热情、调动员工积极性,形成企业在经济竞争中的人力资源优势,提高企业经营效率,从而最终实现良好的经济效益和长远的企业发展。
[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.
【学位授予单位】：南京师范大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272.92;F416.471
本文编号：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.
【学位授予单位】：南京师范大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272.92;F416.471
【参考文献】
相关期刊论文 前1条
1 ;中国员工敬业度调查 怎样吸引、保留员工和提高员工敬业度[J];当代经理人;2006年07期
，本文编号：2243143
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