从人心中挖掘“红利”

在这个充满竞争的时代,几乎所有企业都面临着严峻的挑战,向管理要"红利",实现持续成长的着力点,笔者认为应该是企业与员工的共同选择.因为"管理红利"就是企业发展到一定规模以后,通过管理水平提升而获得企业效率提升.一个企业的成长发展,要依靠员工的成长发展来实现,而员工的成长发展又需要依靠企业提供平台,这是打不断的连柄斧头.一个身处微利时代的企业,只有引导员工爱企如家,心往一处想,劲往一处使,立足创新,才能最大限度地提升效率,节约成本,从细微之处寻求突破,在细微之处见利润,将"管理红利"理念转化为员工的自觉行为,才能实现企业与员工共同发展,一起成功.     

浅析构建企业员工提升通道的途径

为促进员工与企业的共同成长,实现个人和企业的双赢,本文分析了企业现有员工提升通道,并就如何建立多种员工提升通道,激励员工不断成长的方法做了分析,旨在将员工的自我实现和企业的发展紧密结合起来,并转化为企业的竞争优势。     

普迅公司企业文化建设与对策研究

良好的企业文化能够产生强大的内在激励,崇高的企业信念和长远的战略规划,使员工产生的归属感、向心力和荣誉感,能够满足员工内心成长的需求。普迅公司面临的形势和任务不断变化,机遇与挑战并存,在这样的发展环境下,要想在残酷快速的竞争中保持领先地位,做到企业的基业长青、不被淘汰,实现企业的跨越式发展,推动企业各项战略目标的实现,就必须秉承和坚持"用文化管企业"、"以文化兴企业"的文化建设思路,继承和发展公司的文化体系,创造良好的文化建设基础和氛围,加快塑造优秀的企业文化,用优秀的企业文化企业,努力用先进的企业文化助力于公司的"二次创业",提高企业的创新力、竞争力和向心力。     

浅谈如何增强烟草企业中层领导干部执行力

"三分战略,七分执行",面对市场的巨大竞争和行业发展的"三大课题",烟草行业要想健康快速发展,要想提升企业内部管理水平,除了拥有一个好的领导班子、一个好的发展战略、一个好的管理体系外,更重要的是有具备一支高执行能力的干部队伍。本文笔者结合工作实践,探讨如何提高干部的执行力。     

浅谈基于战略导向的企业员工培训体系的构建

在知识经济时代，越来越多的企业意识到，员工才是企业最重要的资本，是企业发展和目标实现的主体，企业之间的竞争不断加剧，增强企业人力资本是企业赢得竞争优势的关键。因此，企业要实现快速成长和高效率运作，就必须将持续的员工培训与开发作为重要的手段。     

过去 现在 未来——关于宝胜集团核心竞争力的思考

随着市场经济体制的不断发展和深化，企业要存越来越趋白热化的市场竞争中立于不败之地，就必须形成自己独特的核心竞争能力，具备比竞争对手更强的竞争优势。一个企业成长壮大的过程，也就是其核心竞争力培育和发展的过程．宝胜集团通过20年的艰苦奋斗，取得今天的行业领先地位．关键是一直重视培育、优化、提升核心竞争力，并根据企业发展不同阶段的新目标、新变化、新特点，准确定位和把握核心竞争战略，通过不断整合企业各项资源和要素，努力保持持续的竞争优势，创造了一个又一个发展奇迹。     

浅析构建和谐企业注重的几个方面

<正>一、调动主观能动性对于构建和谐企业的意义改革开放的不断深化和市场经济体制的不断完善,要求加快和谐社会的构建,社会发展是以和谐为最终目的,一个企业要满足自身和员工利益的实现也必须追求和谐企业的构建。当代世界主题是"和平与竞争",展现出"在竞争中合作"为特征的     

提高员工幸福感——构建和谐企业的基石

要构建社会主义和谐企业,就必须实现好、维护好、发展好广大企业员工的根本利益,不断促进员工的全面发展.而所谓和谐,拆开来讲,"和"就是"禾"加一个"口",就是人人有饭吃,而"谐"就是"言"加上一个"皆",也就是人人都畅所欲言.笔者认为,要做到这一切,首要的是要提高广大员工的幸福感,因为这是构建社会主义和谐企业的根本和基石.     

基于战略人力资源管理的绩效管理策略

在全球竞争及知识经济时代,企业的可持续发展与成长,从根本上来讲取决于企业的竞争优势。企业要想获得和维持竞争优势,核心的资源是人力资源,对人力资源实施战略人力资源管理已经成为构建企业竞争优势、支持企业战略目标实现的重要因素。绩效管理又是战略人力资源管理的核心内容,正确分析和认识基于战略人力资源管理的绩效管理中存在的问题,积极探讨和寻求有效的绩效管理途径,对于提升企业的核心竞争力具有一定的现实意义。     

基于员工能力成长的培训体系研究与实践

培训是实现供电企业人才战略的重要手段,而培训的关键点在于员工能力不断成长。"基于员工能力成长的培训体系"的最大特点在于将培训体系的起点聚焦于"员工能力成长"之上,以实现供电企业人才战略为最终目标,以员工能力持续成长为主线,将岗位胜任能力模型建设、培训流程优化等系统地进行整合,最终形成了一套实用性强、操作性高、简单有效的培训体系。本文首先分析供电企业培训的现状、问题及出现问题的原因,然后研究加强员工能力成长培训体系实施的具体做法,最后对其实施结果进行分析。     

民营企业CSR战略行为——基于员工权益责任视角的多案例研究

近年来,民营企业的企业社会责任(CSR)备受关注。本文以员工权益责任为视角,采用多案例研究的方法,选取5家民营企业为研究对象,考察了其成长过程中各阶段的CSR行为,构建了民营企业CSR战略行为理论模型。研究发现,影响企业CSR战略行为最关键的因素是企业在价值链中的位置,其次是企业家的个人价值取向。企业只有进行较高的市场定位才能具备较强的CSR能力,才有可能善待员工,随之带来企业高成长率、员工低流动率等战略绩效,这些绩效的获得又为企业进行更高层次的市场定位创造条件,进一步增强其履行CSR的能力。     

环境规制、流动性风险与债务融资成本

环境规制会影响企业经营和银行对企业的风险评价,进而影响企业债务融资成本。本文以我国A股2012~2017年重污染行业上市公司为研究对象,研究了环境规制对债务融资成本的具体影响。研究结果显示,环境规制强度对重污染企业债务融资成本具有正向影响作用;且这种影响效应在小规模企业和非国有企业更加显著;进一步研究发现,环境规制通过流动性风险路径影响企业债务融资成本。本文的研究丰富了企业债务融资成本相关文献,对企业加强债务融资管理与政府实施环保政策具有一定的启示作用。     

Strategies for adapting to high rates of employee turnover

For many organizations facing high rates of employee turnover, strategies for increasing employee retention may not be practical because employees leave for reasons beyond the control of management or the costs of reducing turnover exceed the benefits to be derived. In this situation managers need to consider strategies that can minimize or buffer the organization from the negative consequences that often follow from turnover. Strategies organizations can use to adapt to uncontrollably high employee turnover rates are presented in this article. In addition, suggestions are made for how managers should make choices among the alternative strategies.     

Observations on the organizational commitment of Chinese employees: comparative studies of state-owned enterprises and foreign-invested enterprises

Although recent research has begun to touch upon the organizational commitment of Chinese employees, most studies have been limited to the transposition of Western methodology to a Chinese context. This paper examines two groups of Chinese employees, those working in state-owned enterprises (SOEs) and those working in foreign-invested enterprises (FIEs), and compares the organizational commitment of each group. In order to reflect Chinese characteristics more accurately, the present study used a questionnaire incorporating items drawn from previous Chinese and Western studies. The various multidimensional structures of organizational commitment put forward by both Eastern and Western researchers to date have been re-examined using a sample of 1,232 industrial employees. Results indicate that a five-factor component model, including affective commitment, active continuance commitment, passive continuance commitment, normative commitment and value commitment, fits the data best. The key findings of this study are that SOE employees have higher levels of active continuance commitment and passive continuance commitment, and a lower level of value commitment, than employees of FIEs. It can be inferred from these differences that, in contemplating appropriate measures designed to foster the commitment levels of Chinese employees, management should recognize that the measures required to achieve such a goal will vary according to form of economic ownership (SOEs vs. FIEs). Implications for human resource management in both SOEs and FIEs are discussed.     

Employee involvement and group incentives in manufacturing companies: a multi-level analysis

The effects of employee involvement and group incentives on organisational commitment and turnover intention were examined using data from a survey of over 4,000 employees in 29 manufacturing companies. Using the mediated moderation model, we investigated the moderating role of capital intensity on the relationships between employee involvement and group incentives and these outcomes, and the mediating role of organisational commitment on the effects of employee involvement and group incentives on turnover intention. The findings revealed that employee involvement is more effective in capital-intensive companies than in labour-intensive companies, but group incentives are more effective in labour-intensive companies. The moderated effects on turnover intention were mediated through organisational commitment. Implications for company policies and future research are discussed.     

Work life balance and the retention of managers in Spanish SMEs

Executives in today's business world are increasingly conscious that the competitive advantage of companies rests upon the retention of their key employees. According to the literature, dissatisfaction with the job is an important determinant of turnover rates and work life balance (WLB) initiatives are today considered to be an important antecedent of job satisfaction. This study explores these relationships in small and medium enterprises (SMEs), where a number of academics have suggested that research is necessary. This paper presents an empirical research study with a sample of 149 managers of Spanish SMEs. The findings show that the existence of a WLB culture rather than the availability of WLB practices offered by the company is the main determinant of job satisfaction. There is also strong evidence that job satisfaction is a good predictor of turnover intentions. Based on the findings, the paper argues that informal support for WLB, expressed through the existence of positive and supportive organizational values for WLB, plays a major role in enhancing organizational outcomes such as job satisfaction among managers and their retention in SMEs. The implications for practitioners and academics are also discussed.     

Recruitment Source Research: Current Status and Future Directions

The effectiveness of different recruitment sources for new employees has been the topic of speculation and research for over 50 years. Effectiveness has primarily been assessed by examining turnover/job survival rates and job performance. As reported in most narrative reviews and all five quantitative reviews, referrals by current personnel, in-house job postings, and the re-hiring of former employees are the most effective sources. Walk-ins have been slightly less effective, and the least effective sources are newspaper ads, school placement services, and employment agencies (government/private). Over these 50 years, six explanations for this pattern have been offered. They are summarized and evaluated here. The practical usefulness of recruiting from effective sources is estimated, based on the effect sizes from our meta-analysis. Finally, suggestions for future research are made.     

知识型企业“90后”新生代员工激励策略的研究

随着当代社会步入21世纪,科技推动社会飞速发展,以科技创新为核心竞争力的知识型企业大放异彩,逐渐成为当今社会最具竞争力的企业。"90后"新生代员工是新一波就业人群,在企业中逐渐占据重要地位。但是,通过近期的研究和社会现状分析发现,"90后"新生代员工离职率上升,在工作中的职业倦怠问题日益突出,如何制定激励"90后"新生代员工更好地工作的策略是当前研究的重点。论文依据知识型企业中"90后"新生代员工的特点提出激励策略,为社会上的广大企业提供借鉴。     

Explaining employee turnover in an Asian context

Employee turnover is giving sleepless nights to HR managers in many countries in Asia. A widely‐held belief in these countries is that employees have developed ‘bad’ attitudes due to the labour shortage. Employees are believed to job‐hop for no reason, or even for fun. Unfortunately, despite employee turnover being such a serious problem in Asia, there is a dearth of studies investigating it; in particular studies using a comprehensive set of variables are rare. This study examines three sets of antecedents of turnover intention in companies in Singapore: demographic, controllable and uncontrollable. Singapore companies provide an appropriate setting as their turnover rates are among the highest in Asia. Findings of the study suggest that organisational commitment, procedural justice and a job‐hopping attitude were three main factors associated with turnover intention in Singapore companies.     

Flexibility and labour management: Chinese manufacturing enterprises in the 1990s

The rapid economic growth and structural reform that have taken place in China over the past two decades have had a substantial impact on the system of labour management in Chinese manufacturing enterprises. The purpose of this article is to document and analyse the nature of these changes in state-owned enterprises and joint venture companies. The effect of these changes on work relations, employment relations and industrial relations will form the basis of the analysis. The emphasis in the analysis will be on how work, employment and industrial relations have accommodated the demand for greater flexibility. Labour management in six manufacturing firms in the Shanghai region will be examined. This research is a pilot project for a larger-scale research in 1999. While no attempt is made to generalize the research findings, the research clarifies the extent and limits of flexibility in the current Chinese economy.