国内制造业外资企业知识技术型员工的激励研究
发布时间：2019-03-02 17:21
【摘要】：对外资企业而言,如何在竞争激烈的现代商业社会中生存、发展,已是个最值得思考的问题。留人难、难留人,在名企云集的美国,由于高新企业人才的短缺,企业间相互挖人愈演愈烈。“留高手3年就算成功”的字里行间透出无奈。在我国,人才竞争形势更加严峻,高端人才稀缺,流动率增加,一些企业由于不能留住高端人才,已经造成一些高端人才的流失,这些高端人才有的流向海外,有些流入竞争对手的企业,这就直接导致人才流失使企业树敌,也有可能导致昔日的合作伙伴成为竞争对手。对国内制造业外资企业而言,由于其环境文化的差异、行业特殊性、管理制度失效、员工素质参差不齐,致使人才流失等问题,已成为当前国内制造业外资企业在中国成长的瓶颈问题。同时,能够留住人才,培养人才,但又如何发挥人才最大的潜能,也成为外资企业必须思考的问题。这已经成为当前外资企业在中国发展的必备技能。 本文试图通过案例分析及所学知识来浅析外资企业进军中国、在中国本地化过程中遇到的一些人才激励方面的问题,例如如何发现人才、培养人才、吸收人才、留住人才以及发挥在职人才最大潜能等方面的困扰,探索利用故事案例,综合激励理论,结合实践经验,借鉴前者教导寻找可行的解决方案。因所研究对象---国内制造业外资企业员工的自身特点,企业除要提供给员工极具竞争力的薪酬以吸引、留住人才外,企业更应当提供更多内在激励：具有潜力的职业发展空间、温馨的工作环境(包括员工的工作环境和生活环境。例如硬件设施和软件设施的建设,以体现企业对员工的人文关怀、职业发展规划重视及对企业未来发展的展望)、形成一种中西文化相互交融的适合当地中方员工的具有地方特色的企业文化等等,以便发挥员工最大的潜能和实现员工和企业的共同发展目标。促使企业和员工达到双赢的最终目的。本文浅析出几点激励知识技术型员工的建议和方法而励志对企业中知识技术型员工在工作上的激励具有一定的借鉴意义。
[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.
【学位授予单位】：西南财经大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F425;F272;F272.92
本文编号：2433281
[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.
【学位授予单位】：西南财经大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F425;F272;F272.92
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