小企业留人招术

人是企业最重要的资源,员工跳槽,特别是骨干员工跳槽,对中小企业的影响是很大的,有时甚至是致命的打击.那么,中小企业应该采取哪些手段防止员工跳槽呢?     

中小企业五条措施留员工

人是企业最重要的资源,员工跳槽,特别是骨干员工跳槽,对中小企业的影响是很大的,有时甚至是致命的打击.然而,人才资源始终是稀缺资源,随着社会的发展,人才的竞争也会越来越激烈.那么,中小企业应该采取哪些手段防止员工跳槽呢?     

员工跳槽的管理伦理分析

员工跳槽是企业人力资源管理中的常见现象,跳槽原因既有薪酬体系、岗位职位设计不合理等制度因素,也有企业管理伦理、员工个人伦理品质等非制度性因素.对企业而言,跳槽的员工往往是在企业表现良好、业绩突出的优秀员工,此类员工的跳槽会给企业带来一定程度的负面影响和损失.如何避免员工跳槽,一般的企业都会从技术性的角度去探讨对策,而忽视对跳槽的深层次思考--从管理伦理角度分析员工跳槽.     

企业员工跳槽成本的计量

防止员工跳槽是企业人力资源管理工作中的一个难点。对员工跳槽成本进行管理则是企业人力资源管理者在换位思考后得到的一种“防跳槽”的思路。本文重点讨论了计量跳槽成本的模型、成本计算方法,并对跳槽成本的特征和内部联系进行了简要分析。     

人力资源管理是民营中小企业留人法宝

据统计,民营企业普通员工有20%-50%的年度流动率,中高级管理人员、技术人员每年也有20%在流动.在这些流动中,大部分是员工跳槽炒老板的"鱿鱼",特别是在中小企业,员工频繁跳槽更为普遍.而由此带来的员工队伍不稳定、企业难以上规模上档次、核心竞争力不足等问题,令民营企业的老板们大为头痛.     

《劳动合同法》解读/压倒骆驼的“最后一根稻草”？

《劳动合同法》要求中小企业的人力资源管理更加规范，使人力资源管理趋向法制化。为保证劳动者的自由就业和自主选择的权利，对员工主动解除劳动合同仅作了时间上的约束，即提前三十日或试用期间提前三天履行告知。从法律角度来讲，目前，企业员工跳槽高职的成本是非常低的。因此，从人力资源管理角度，采取合理、合法的措施提升员工跳槽高职的成本是降低高职率的有效手段。但中小企业相比之下对人力资源成本更加敏感，而履行时间上的约束的措施又确实会增加企业的运营成本，降低市场竞争力。     

苏州外资企业员工跳槽因素浅析

<正>一、员工跳槽过程模型及意向影响因素(一)跳槽过程模型工作不满意→考虑跳槽→评估跳槽的预期效果和成本→产生寻找其他工作的意图→实际寻找其他工作→评估被识别的其他工作的可接受性→比较新找到的工作是否比现有的工作更好→跳槽。跳槽行为同其他人类行为一样复杂,不是某一个因素就简单地导致员工离开,人才跳槽的产生都是一个量变到     

"筑巢引凤"与"筑巢留凤"--解读应届大学生跳槽现象

应届大学生跳槽现象已经受到企业和社会的关注.对于企业来说,培养一个知识型员工并不容易,如果一走了之,不仅会加大企业不必要的成本,更严重的还可能打乱企业的某项商业计划,甚至导致计划的最终失败.这常常令一些中小企业的领导头疼不已,也十分费解.对于大学生的跳槽现象,总的来说,主要有以下几个方面的原因:     

企业受训员工跳槽行为及其组织控制的博弈分析

企业通过对员工进行培训,可以提高员工的工作效率、减少流失率并保持企业可持续发展能力,从而增强企业的市场竞争力,然而却又同时面临着员工在接受培训后选择跳槽的风险。如何控制受训员工的跳槽行为以使自己的损失最小化,则是所有提供培训企业面临的一项重大难题。鉴于此,本文以经济博弈理论作为分析受训员工跳槽行为的客观基础,通过博弈模型的构建与分析,得到企业和员工关于培训博弈的四种行动策略组合,即:企业不培训;企业培训,员工留任;企业培训,员工跳槽,企业不索赔;企业培训,员工跳槽,企业索赔。分析表明:受训员工跳槽行为的理论成因是为了最大化自己的效用。在此基础上,总结并提出了企业对受训员工跳槽行为的管理控制建议:一是增加受训员工的期望收益;二是增加受训员工的离职成本。     

企业如何防止骨干员工跳槽之我见

人是企业最重要的资源 ,员工跳槽 ,特别是骨干员工跳槽 ,对改制后企业的影响是很大的 ,有时甚至是致命的打击。然而 ,人才资源始终是稀缺资源 ,随着社会的发展 ,人才的竞争也会越来越激烈。那么 ,改制企业应如何防止骨干员工跳槽呢 ?一是把好招聘关。在招聘时 ,特别是招聘技术或业务的核心人员时 ,招聘者除了要考察他的岗位技术能力以外 ,还要考察他的稳定性。可以从他以往的经历中 ,看出他个人的稳定性。比如 :他是否经常换工作 ;他换工作的原因是什么 ,是因为个人发展 ,还是因为待遇 ;他是否打算长期在这个城市呆下去等等。如果我们将这些…     

人力资源管理中员工跳槽剖析

目前我国企业已意识到人才在企业发展中的重要性,但企业中员工的跳槽率却居高不下。本文就员工跳槽原因进行分析,并做出相应对策研究。     

Top managers in the digital age: Exploring the role and practices of top managers in firms' digital transformation

This study explores the role and facilitating actions of top managers in response to the digital transformation. Building on 27 in-depth interviews with top managers and close associates from large German firms, we find that top managers respond to the digital transformation by engaging in three key actions: understanding digitalization, setting the formal context for digitalization, and leading change. Moreover, findings emphasize that top management team support is essential in firms' digital transformation. Overall, this study contributes novel insights about the consequences of top managers for firms and establishes an initial foundation for investigating top managers in the digital age.     

Opening up the black box: a UK case study of top managers’ attitudes to their performance related pay

This paper examines the attitudes of the top managers within one large financial services organization in the UK to fixed and variable components of their compensation package. The rationale for performance-related pay for senior managers is to align their interests with those of the shareholders, but little is known about the views of top managers on the effectiveness of such incentives. The results suggest that the design of effective bonus systems is not just a technical issue: perceptions of market fairness with respect to the compensation package and the clear communication of goals are important in getting senior managers to focus on shareholder interests.     

投资效率、企业产权与高管变更——基于中国上市公司的经验证据

从投资效率和企业产权的角度考察了高管变更的影响问题及相应的经济后果。研究结果表明,总体来说,高管因为投资效率低下而被更换的证据较微弱;高管被更换后,投资效率并没有得到明显的改善。区分企业产权后,我们发现,相对于国有公司来说,民营公司的"高管变更-投资效率"敏感性更大,但高管变更之后投资效率并没有得到显著改善;然而,相对于地方政府控制的国有公司来说,中央政府控制的国有公司在高管变更之后投资效率得到了显著改善。     

中国CEO到底该拿多少钱?

又到一年上市公司发榜时。热点疑问是：企业高管一年到底拿多少年薪？但是，更关键的问题是：天价CEO到底值不值这个价？如何对企业家价值进行合理估值？华夏基石管理咨询公司最近进行了一个上市公司高管薪酬的研究，试图找到“高管激励”的真正难题与解决之道，并勾勒了一个影响高管激励的角色图谱。研究发现，     

Stress at the top: myth or fact? Causal explanations from a fuzzy-set qualitative comparative analysis (fsQCA)

Stress and its associated health issues are a serious concern, because they not only affect employees but also organizations through related costs. The common perception is that being at the top of a hierarchy is associated with higher levels of stress because of the increased responsibilities, challenges, and demands. The present study examines this perception by applying a fuzzy-set qualitative comparative analysis. The study investigates how the top position, authority, number of subordinates, workload, and a sense of control, alone or in combination, lead to stress or its absence. The results show that there are several recipes for stress and that being (or not being) in the top position is neither a sufficient nor a necessary condition for stress (or absence of stress). One of the recipes, however, indicates that being in the top position might be conducive to stress. This finding shows that the position an individual has in the hierarchy does not determine stress. The present study also shows that the absence of a sense of control is almost always a necessary condition for predicting stress and is present in all recipes for the absence of stress. The results can inform managers about the conditions that cause stress and enable managers to think about solutions that can lead to good mental health in their organizations.     

Managers and Wage Policies

Do individual top managers matter for wages and wage policies? Are there general differences in “style” among managers with respect to worker compensation? To shed light on these questions, we exploit a large panel dataset from Portugal that allows us to match workers, firms, and managers, and follow the movements of the latter across different firms over time. While accounting for the effect of worker and firm heterogeneity, we estimate the role of top manager fixed effects in determining wages and wage policies. The estimates suggest that (i) top managers have a significant influence on wages and wage policies; (ii) there exists different managerial “styles”; and (iii) managers’ (observable) attributes matter for worker compensation.     

Substitution and complementarity between managers and subordinates: Evidence from British football

We use data on British football managers and teams over the 1994-2007 period to study substitution and complementarity between leaders and subordinates. We find for the Premier League (the highest level of competition) that, other things being equal, managers who themselves played at a higher level raise the productivity of less-skilled teams by more than that of highly skilled teams. This is consistent with the hypothesis that one function of a top manager is to communicate to subordinates the skills needed to succeed, since less skilled players have more to learn. However, we also find that managers with more accumulated professional managing experience raise the productivity of talented players by more than that of less-talented players. This is consistent with the hypothesis that a further function of successful managers in high-performance workplaces is to manage the egos of elite workers. Such a function is potentially more important the more accomplished the workers are-as indicated, in our data, by teams with greater payrolls.     

How Top Management HR Beliefs and Values Affect High‐Performance Work System Adoption and Implementation Effectiveness

What explains why high‐performance work systems (HPWSs) are not adopted more widely by firms that would appear to benefit economically by adopting them? We address this question by drawing on the upper‐echelons perspective to consider the role of the top managers’ beliefs concerning the financial payoffs from investments in HR (“HR cause‐effect belief”) as well as their employee‐centered value‐based beliefs (labeled “HPWS values”). We propose a conceptual model in which top management HPWS values moderate the relationship between HR cause‐effect beliefs and the intensity of HPWS programs reported by managers as well as the relationship between HPWS programs and employees’ perceptions of implemented HPWS practices. We test our model using a unique multisource data set collected from 120 hotel franchisees that includes survey responses from 648 managers and 1,293 employees. We find that firms’ ability to translate top managers’ cause‐effect beliefs about the economic value of HR investments into adoption of HPWS programs, as well as their ability to effectively implement these HPWS programs, is significantly affected by the value‐based HR beliefs held by top managers. © 2014 Wiley Periodicals, Inc.