企业核心员工管理

本文以企业的核心员工作为研究对象,首先讨论了核心员工管理的必要性,然后从选拔核心员工、确定核心员工、挽留核心员工、建立核心员工的薪酬体系等四个方面对企业核心员工管理的模式进行了探讨。     

关于商业银行员工行为动态管理的研究

银行员工行为既关系到银行的利润,也影响银行的风险,然而,随着环境的变化,员工行为也在不断变化,加强员工行为的动态管理,就显得尤为重要。文章从商业银行员工行为入手,分析了员工行为的模式、行为变化的特点,由此引出商业银行员工行为动态管理,并提出预警机制,监测员工行为的动态变化,最后对员工行为管理提出了对策。     

企业员工忠诚度管理研究

通过对员工忠诚度概念的理解,探讨了员工忠诚对企业的重要意义,分析了影响员工忠诚的因素,提出了提高员工忠诚度的措施。     

我国外资企业员工满意度影响因素研究

外资企业在一定程度上改变了我国员工的就业思想与就业结构,文章运用人工神经网络,通过实地调查与因子分析探讨了外资企业员工满意度及其影响因素。研究结果发现,影响外资企业员工满意度的主要因素是：企业及个人发展前景、员工精神回报等,据此文章提出了提高外企员工满意度,减少员工流失的建议。     

员工幸福度的管理现状、影响因素及对策研究

本文从员工幸福度调查现状出发,分析影响员工幸福度的各种因素,建立员工幸福度的IPO模型,阐述了企业提高员工幸福度的内涵,提出了提高员工幸福度的具体对策。     

掌握新员工特点,引领新员工成长

新员工是增添企业活力的重要元素,建设好员工队伍有利于企业健康发展。如何留住新员工,用好新员工,引领新员工不断健康成长,始终是企业做好新员工管理工作的重点。我们通过对新员工及相关人员的访谈,在调查了解新员工的表现及其特点的基础上,制定了符合公司实际、帮助新员工成长的管理策略。     

工会情境下员工参与制度的研究

本文围绕工会情境下的员工参与制度,分析了工会抵触员工参与原因,论证了工会情境下实施员工参与的必要性和可行性,探讨了有效实施员工参与的路径。     

基于心理契约的知识型员工流动管理

随着知识经济时代的到来,企业越来越认识到知识型员工管理的重要性。与非知识型员工相比,知识型员工在个人特质、心理需求、价值观念及工作方式等方面有着诸多的特殊性。对于知识型员工的管理,企业应当通过构建良好的心理契约达到企业与知识型员工的双赢。文章分析了知识型员工的特点,并提出了对知识型员工进行心理契约管理的必要性,进而在阐述知识型员工心理契约的构成以及心理契约违背对于知识型员工流失的影响的基础上,探讨了对知识型员工进行心理契约管理、减少人才流失的对策。     

真实型领导对员工创新绩效的影响——基于经验取样法的研究

为了应对金融行业的变革、增强企业自身的核心竞争力,文章对影响企业员工创新绩效的因素进行了研究。首先,通过社会学理论和内在动机理论,从对员工的领导方式入手,将真实型领导对员工的创新绩效进行影响的方式和作用进行了探究和分析;其次,借助员工的个体性作为调节变量,用以分析个体性对员工的创新绩效的影响程度和调节作用;最后,通过经验取样分析研究了真实型领导和员工创新绩效的影响关系。研究结果表明:真实型领导对员工的内在动机和员工的创新绩效起着正向积极的作用;员工的个性化对员工的内在动机和员工的创新绩效起着调节的作用。因此,领导应该发挥自己的真实性作用,激励员工的内在动机,同时根据员工的个性化程度对其进行不同的管理与激励。     

镇江供电公司基于内部模拟市场的员工绩效评价

为主动适应电力改革的要求,应对复杂严峻的经营形势,电力企业迫切需要提升员工管理能力,优化员工绩效评价方法。国网江苏省电力有限公司镇江供电分公司模拟市场,将员工确定为内部模拟市场主体,并借助“二维三模法”精准衡量员工个人价值贡献,解决了电力企业员工绩效管理过程中权责划分不清晰、员工工作质量难以量化的问题。这一尝试为推动员工绩效管理市场化转型、赋能员工价值创造做出了贡献,提高了企业提质增效的能力,也为其他电力企业改进员工绩效管理工作提供了参考。     

浅谈新形势下如何稳定青年员工队伍

青年员工是保证企业可持续发展的生力军,构建稳定的青年员工队伍关系到企业的长远发展。随着社会经济的不断发展,青年员工的诉求日趋多元化。如何立足于新形势构建稳定的青年员工队伍是企业经营管理的重要内容。论文以新形势下青年员工队伍建设面临的机遇与挑战作为切入点,阐述影响青年员工稳定性的因素,最后提出稳定青年员工的具体对策,以期提升企业后备军的质量。     

Employee voice to supervisors

This article reports the results of two studies examining some factors that increase the likelihood that employees will voice to their supervisors. The way employees perceive that their supervisors manage employee voice was identified as a major cause of the likelihood that employees will voice upward. The Supervisor as Voice Manager Scale is presented along with data demonstrating its reliability and validity. Theoretical and applied implications of the results are discussed.Faculty of Management, McGill University.Fuqua School of Business, Duke University.Mathematics & Computer Science, Meredith College.School of Management, Georgia Institute of Technology.     

深化人本管理 为员工搭建实现自我平台的实践与思考

文章阐述了人本管理的内涵,分析了企业员工队伍现状,提出为员工搭建实现自我平台的实践与思考。     

Encouraging employees to co-operate: the effects of sponsored training and promotion practices on employees' willingness to work overtime

The ‘mutual-investment’ model argues that when employers invest more in the social exchange relationship between them and their employees, their employees will show more effort. In this paper we relate the ‘mutual-investment’ model to training and promotion (possibilities) and examine if these kinds of career-enhancing measures influence the willingness of employees within organizations to work overtime. To test this hypothesis, a vignette experiment was conducted in five organizations (N = 388; 1,531 vignettes). Multilevel analyses show that employees are more willing to work overtime when their employer has provided for training, when the employee recently was promoted, when the supervisor was supportive in the past and when co-workers approve of working overtime and behave similarly. But we did not find that future promotion chances affect willingness to work overtime.     

Managerial characteristics and willingness to send employees on expatriate assignments

This paper examines the characteristics of managers that influence their willingness to send employees on expatriate assignments. Data from 336 senior managers in a major U.S. professional services firm indicate that managers who are higher up in the organizational hierarchy are more willing to send employees on expatriate assignments. In addition, our findings show that managers who have more extensive international experience are more inclined to send employees on such assignments and that managers with expatriate experience themselves are much more willing to send their employees overseas, regardless of whether they currently work with international clients. © 2009 Wiley Periodicals, Inc.     

Giving to get loyalty: How organizations signal their loyalty to employees

Organizations are currently struggling to attract and retain human capital. The Pandemic and economy have a fueled reduction in numbers of participants in the workforce. The effect has been many employers struggling with fewer employees then they would like and need to successfully execute their business strategy. Most observers believe that a combination of low pay, a lack of workplace flexibility, poor opportunities, and benefits, have led to this large-scale labor unrest. Understanding how organizations can earn employee loyalty is more critical than ever. This article presents practical ideas for how organizations can earn employee loyalty from reviewing responses from 54 working graduate students and a review of loyalty research to provide actions organizations can take within jobs, co-workers, supervisors, and organizational policy to earn employee loyalty. As well this article provides checklists that organizational leaders can use as starting points for thinking about what they might do to signal their loyalty to employees. These checklists can also be used to engage employees in conversations about what is most important to them and discover what employees expect from their organizations as a fair trade for their loyalty.     

How to create imagineering employees

Imagineering is a philosophy that unleashes the latent potential of a company's employees. The end result is a highly motivated group of employees who will dramatically cut operating costs, improve quality, and solve the day-to-day management headaches. If employees have an "I don't give a damn" attitude, then it is management that must make the changes in the company culture. Management is responsible for most of the problems, directly and indirectly, in the company. Imagineering will solve most small and large problems in the company. However, be forewarned that imagineering requires the total commitment of management. And it is the management that must make the most changes.     

如何增强农场职工队伍工作的积极性

文章针对当前我国国营农场职工的现状,依据美国心理学家亚伯拉罕·马斯洛的需求层次理论,提出了增强农场职工队伍工作积极性的具体方法：调整农业结构,运用农业科技,改善产业化经营水平,提高职工收入;用规章制度管理人,用社会保障制度稳定人;以人为本,营造宽松和谐的工作环境;知人善任,注重培养、提拔人才。     

The impact on the cultural diversity to employees' job satisfaction between mainland China and Taiwan: a comparison of Taiwanese invested companies

This study explores how the Chinese values (Integrations, Confucian Work Dynamism, Human-heartedness and Moral Discipline) impact employees' satisfaction (ES). Employees who work in mainland China for companies whose parent companies are based in Taiwan were surveyed. The results can be summarized as the following: ‘Integration’, ‘Confucian Work Dynamism’ and ‘Human-heartedness’ are significantly different between Taiwanese and Chinese employees, while ‘Moral discipline’ is not; Taiwanese employees have higher ES than Chinese employees; Taiwanese employees view ‘career planning’ is the most important, while Chinese employees think ‘management system’ is most important; For Taiwanese employees, ‘Salary and benefit’, ‘Working load’ and ‘Management system’ have effects on ES; Age and Education have effects on Chinese employees.     

谈离职员工的延续管理

核心员工因各种原因离开了企业,不再与企业联系,不再为企业创造财富,也不再被企业所关注。其实,离职员工也是企业重要的资源,善待他们,仍会为组织带来价值。因此,对离职员工进行有效的延续管理是很有必要的。文章主要从3个方面探讨离职员工的延续管理。