电力企业人力资源管理员工薪酬满意度分析

本文主要分析了电力企业人力资源管理员工薪酬满意度,阐述了在当前形势下,加强人力资源管理员工薪酬满意度研究的重要性,针对目前影响电力企业人力资源管理员工薪酬满意度的因素进行研究。笔者通过研究,总结和归纳自身多年工作经验,提出一些加强人力资源管理员工薪酬满意度的途径。希望通过本文的分析能帮助相关电力企业提高人力资源管理员工薪酬满意度水平和质量,能更好地应对工作中存在的问题。     

基于人力资源管理的员工工作倦怠研究

本文从人力资源管理角度对工作倦怠进行了界定和分类,研究了工作倦怠对企业人力资源的影响,分析了工作倦怠产生的一般原因,并就克服工作倦怠,加强人力资源管理提出了对策建议。     

国有企业员工工作满意度调查研究——基于胜利油田某企业

在社会主义市场经济条件下,我国国有企业在国民经济中的地位极为重要,它不仅掌握着国民经济的命脉,更肩负着比其它经济实体更重要的社会责任。未来的竞争说到底就是人才的竞争,世界上成功的企业都是靠人才奋斗出来的。在人力资源管理中对员工激励是企业一个永恒的话题。本文在阐述工作满意度相关理论的基础上,调查分析胜利油田某企业员工满意度情况,然后根据调查分析得出提高企业员工满意度的对策。     

中小企业人力资源管理员工满意度调查与分析

通过设计问卷并对员工满意度进行调查,全面并深入的了解了中小企业人力资源管理的现状和存在的问题,提出了中小企业留住人才的相关对策,对于中小企业的生存和发展将起到促进作用。     

提高员工薪酬满意度搞好薪酬管理

在现代经济发展过程中,人力资本是经济增长和社会进步的动力,是企业发展的源泉,当今市场的竞争,归根结底是人才的竞争。在人力资源管理中,留住人才的有效途径就是提高员工的薪酬满意度,本文通过对薪酬员工满意度的影响因素分析,提出了提高员工薪酬满意度的有效途径,并就施工企业项目具体的薪酬管理办法进行了介绍,希望能够促进企业的发展,供同行借鉴。     

基于改变员工不良思维方式的人力资源管理分析

随着科学技术的不断发展,知识经济时代逐渐到来,信息和技术成为决定企业市场竞争力的关键因素,也是企业在市场竞争中取得竞争优势的基础和前提。而信息和技术的提升来自于高端技术性人才,因此人力资源管理成为企业关注的重点问题。本文对企业人力资源管理进行了分析和阐述,并对管理中存在的员工不良思维方式提出了改进措施。     

员工满意度的重要性和提高途径

现代企业管理中,员工满意度是企业人力资源开发与管理的重点.企业内部如何激励员工,也影响到外部市场的开拓.本文通过分析员工满意度的重要性,提出制定合理完善的规章制度,招聘合适的员工,让工作富有柔性,加强企业文化建设等提高员工满意度的途径,进一步说明提高员工满意度能提高企业的效率和生产力,增强企业核心竞争力.     

透视员工满意度调查

王小龙．德慧咨询公司的咨询顾问。6月6日下午1点到3点．他的任务是守住会议室里的那部电话，远程回答从温州、无锡、南京、杭州及合肥五地的礼来中国公司各地分公司员工关于员工满意度调查答卷的咨询。这是该公司在非典时期以“非常手段”——远程方式进行的一次较为特殊的员工满意度调查问卷答疑。     

基于员工满意度的物流企业人力资源管理研究

在人力资源理论研究的基础上,分析了影响物流员工工作满意度的主要因素,并结合实际案例,探讨了当前物流企业员工工作满意度的现状,在此基础上寻求提高员工满意度的人力资源管理途径.     

基于员工满意度的物流企业人力资源管理研究

在人力资源理论研究的基础上,分析了影响物流员工工作满意度的主要因素,并结合实际案例,探讨了当前物流企业员工工作满意度的现状,在此基础上寻求提高员工满意度的人力资源管理途径。     

Effects of socially responsible human resource management on employee organizational commitment

In this paper, we introduced the concept of socially responsible human resource management (SR-HRM) and examined the effects of perceived SR-HRM on employee organizational commitment (OC) in the Chinese context. After examining the psychometric properties of the scales, hierarchical multiple regression analysis was utilised to test the research hypotheses. The results showed that, in general, SR-HRM is positively related to OC. After demographic variables were controlled, labour-related legal compliance HRM and general corporate social responsibility facilitation HRMs have a significant positive relationship with affirmative commitment (AC), continuance commitment (CC) and normative commitment (NC). Employee-oriented HRM has a significant positive relationship with AC and NC, but not CC. The relationship between SR-HRM and AC is stronger than those between SR-HRM and CC and NC.     

Clarifying the construct of human resource systems: Relating human resource management to employee performance

Strategic human resource management researchers have strongly advocated a system perspective and provided considerable evidence that certain systems of human resource practices have a significant impact on individual and organizational performance. Yet, challenges of understanding the construct of human resource systems still remain in the literature. Specifically, few efforts have been made to explicate the internal fit in human resource systems referring to how the practices in human resource systems work together. For the purpose of clarifying human resource systems construct, we review the components of human resource systems and delineate how the parts of human resource systems work together to influence employee performance. Theoretical and empirical implications for future research are also discussed.     

Linking human resource management practices and customer satisfaction on product quality

Although research has addressed relationships between human resource management (HRM) practices and several firm performances, it remains rare for studies to assess the processes that may underlie such relationships. This study aims to investigate the relationships between HRM practices and product quality by hypothesizing a mediating role of organizational commitment. We design a conceptual model and construct hypotheses that are tested using structural equation modeling on data collected from an international sample. The study contributes to the theoretical and empirical development of a model to explain and open the black box between skill-developing HR practices and quality performance.     

The effect of primed goals on employee performance: Implications for human resource management

Overwhelming evidence in the behavioral sciences shows that consciously set goals can increase an employee's performance. Thus, HR professionals have had little, if any, reason to be interested in subconscious processes. In the past decade, however, laboratory experiments by social psychologists have shown that goals can be primed. That is, people's behavior is affected by goals of which they are unaware. Because a conscious goal consumes cognitive resources, this finding has important implications for employee efficiency in the workplace. This paper discusses the results of priming a performance goal in two organizational settings. Call center employees who were primed using a photograph of a woman winning a race raised significantly more money from donors than those who were randomly assigned to a control group. A meta‐analysis revealed that a photograph can prime the subconscious to increase job performance. The results of the present study demonstrate that subconscious motivation is a concept worthy of exploration for both human resource scholars and practitioners. © 2011 Wiley Periodicals, Inc.     

The impact of human resource activities on employee trust

Most of the literature on HR activities and trust has presumed that employees' trust affects the success and effectiveness of HR activities. However, social exchange theory suggests an alternative and complementary notion—that HR activities affect the development of employee trust. Previous research and exchange-based theories, including organizational justice, leader-member exchange, spiral reinforcement and perceptions of organizational support, suggest hypotheses that need to be investigated in order to understand the relationship between HR activities and trust better and to design HR activities to build trust and improve organizational effectiveness.     

基于价值链和BCG方法的人力资源管理策略研究

随着信息技术的发展,企业价值的评估模型逐渐改变,并由传统强调实体资产转变为看不见的无形资产。文章旨在分析人力资源管理实务的价值链如何创造企业的竞争优势与价值,并以价值链模型为主,探讨企业人力资源管理实务的价值活动,同时分别从专业才能观点(Competency-Based Approach)与波士顿顾问群的BCG策略定位模型,建立企业策略与核心人力资源需求的关联模型,并进一步整合上述3种模型观点,提出人力资源管理决策模型的架构,建立人力资源管理策略评估模型,提供管理者对于人力资源管理决策的参考架构。     

The influence of human resource practices on empowerment and employee perceptions of management commitment to quality

We hypothesized that certain human resource (HR) management practices establish a platform for basing employee empowerment, and that increasing empowerment would be positively related to perceptions of leadership commitment to quality. Using multi-stage structural equation modeling, we tested these hypotheses on data collected internally from 529 employees in a high-technology manufacturer well known for its quality initiatives. Results supported these predictions, and point to ways to further integrate HR management and quality management practices.     

The effects of a gamified human resource management system on job satisfaction and engagement

The pressures associated with the speed of competition, including the digitalization of workspaces, are increasing the need for modern organizations to drive employee satisfaction and engagement. Integrating gamification into the workplace has been identified as a possible strategy to promote employee participation, engagement and loyalty. Gamification is defined as the application of game design elements in a non‐game context, which, in this case, is the workplace. This article presents a 12‐month longitudinal study designed to investigate the role of gamification in fostering job satisfaction and engagement. The findings from a sample of 398 employees, including both treatment and control groups from a large multinational company that introduced a gamified human resource management (HRM) system, revealed the effects of certain gamification experiential outcomes related to driving employee satisfaction and engagement at work. Overall, our study highlights the possibilities of employing gamified HRM systems to influence employee attitudes and behavior at work.     

Strategic human resource management,firm performance,and employee relations climate in China

We examined strategic human resource management (SHRM) and human resource practices in the People's Republic of China to assess the impact of these practices on firm performance and the employee relations climate. We also tested whether firm ownership moderates the above relationships. Empirical results from a sample of Chinese firms from various industries and regions showed that the levels of adoption of SHRM and HR practices were lower in state‐owned enterprises (SOEs) than in foreign‐invested enterprises (FIEs) and privately owned enterprises (POEs). Both SHRM and HR practices were found to have direct and positive effects on financial performance, operational performance, and the employee relations climate. However, the moderating effect of ownership type was significant for financial performance only. © 2008 Wiley Periodicals, Inc.