建军科技有限公司专业技术人员激励机制优化设计研究
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摘要
我国的家族企业以其特有的优势在激烈的竞争中逐步的发展壮大,成为经济发展中最具有活力的“生力军”。其中,很多中小家族企业往往是身怀绝技的创业者利用专业化的技术发展起来的,通常生产某种特色产品或者专业化程度非常高的小批量产品,所需要的人才往往不是一般学校毕业生就可以胜任的。随着企业规模的增大,随着知识经济时代竞争的加剧,他们迫切需要专业技术人员进来帮助企业改善技术水平,提高产品的技术含量并提升经营业绩。专业技术人员是企业可持续发展的第一资源。在企业的各种生产要素中,他们是最活跃的生产要素,是促进生产力发展的主要源泉,具有独特的作用。因此,能否引进专业技术人才,如何使用、留住和培养技术人才,成为企业能否发展的关键。
本文运用相关激励理论,在对建军科技有限公司(以下简称建军公司)的专业技术人员激励机制进行了深入分析和研究的基础上提出了一些优化改进的措施。通过对建军公司的人力资源尤其是专业技术人员激励现状的研究,发现并列举了现有激励机制存在的问题,即:激励手段相对单一——重物质轻精神激励;缺乏收益与风险结合的长期激励措施;绩效考核体系不健全;薪酬体系不科学,缺乏市场竞争力;不重视发展激励,职业生涯发展计划不健全;体制监察室徒有虚名等。针对这些问题产生的原因进行分析后,综合运用相关的激励理论,从物质激励、精神激励两个方面对专业技术人员进行全方位的激励,并强调个人激励与团队激励、组织激励的有机结合,短期激励与长期激励的有机结合。为了保障提出的激励措施能够顺利实施,本文提出了相关的配套措施。
本文的研究对于发展中的中小家族企业的激励机制的创建和改进具有一定的参考价值。
The small and medium family firms are the most active new force in our country economy. Most of them are funded and developed by those pioneers with unique skills who make use of the professional technology. Generally, they produce small batches of some characteristic or high professional products that need the talented person but not those graduates can be competent right away. With the enterprises' scale enhancing and with the competes aggravating in knowledge-base economy times.They urgently need professional technicians come to help them improve the technology levels and improve the technological content of products and then enhance the achievements. The professional technicians are the first resources for the enterprise's sustainable development. In all elements, it is the most active one and the main fountainhead to promote productive forces development, so that they have the unique functions. Therefore, whether the enterprisers can introduct professional technicians, and how to use the professional technicians and retain and train technicians, which are the key to the development of the small and medium family firms.
This paper utilizes the correlation motivation theory, proposes some optimized improvement measure in the basic of analysis and researching deeply in the motivation mechanism of JianJun Technology Ltd's (Below abbreviation Jian Jun) professional technicians. Through researching on situation of motivation mechanism at present of JianJun human resources, especially of professional technicians,the author founds out and enumerats the existent problems, Namely: The means of incentive are relatively unitary, and ignore the spiritual importance to material incentives; Lacks long-term drive measures in the union in income and the risk;The achievements inspection system is not perfect;The salary system is unscientific, lacks of market competitive power; Does not take to the motivation in development, the professional profession development plan is not perfect; The system monitor chamber is only in name.
After analysing the causes why these questions rise, the thesis is based on theory related to the motivation,then carries on a mean of motivation on core technology personnel comphensively from two aspects of materials motivation and spirits motivation, and emphasized on the combination of individual motivation and the team motivation mechanics and the organization motivation, of the short-term motivation and long-term motivation. In order to make sure the motivation measure implement smoothly, the thesis proposed the related necessary measures.
What the thesis mentions will be of great value to the establishment and improvement of motivation mechanism in the small and medium-sized family firms which are in developing.
本文运用相关激励理论,在对建军科技有限公司(以下简称建军公司)的专业技术人员激励机制进行了深入分析和研究的基础上提出了一些优化改进的措施。通过对建军公司的人力资源尤其是专业技术人员激励现状的研究,发现并列举了现有激励机制存在的问题,即:激励手段相对单一——重物质轻精神激励;缺乏收益与风险结合的长期激励措施;绩效考核体系不健全;薪酬体系不科学,缺乏市场竞争力;不重视发展激励,职业生涯发展计划不健全;体制监察室徒有虚名等。针对这些问题产生的原因进行分析后,综合运用相关的激励理论,从物质激励、精神激励两个方面对专业技术人员进行全方位的激励,并强调个人激励与团队激励、组织激励的有机结合,短期激励与长期激励的有机结合。为了保障提出的激励措施能够顺利实施,本文提出了相关的配套措施。
本文的研究对于发展中的中小家族企业的激励机制的创建和改进具有一定的参考价值。
The small and medium family firms are the most active new force in our country economy. Most of them are funded and developed by those pioneers with unique skills who make use of the professional technology. Generally, they produce small batches of some characteristic or high professional products that need the talented person but not those graduates can be competent right away. With the enterprises' scale enhancing and with the competes aggravating in knowledge-base economy times.They urgently need professional technicians come to help them improve the technology levels and improve the technological content of products and then enhance the achievements. The professional technicians are the first resources for the enterprise's sustainable development. In all elements, it is the most active one and the main fountainhead to promote productive forces development, so that they have the unique functions. Therefore, whether the enterprisers can introduct professional technicians, and how to use the professional technicians and retain and train technicians, which are the key to the development of the small and medium family firms.
This paper utilizes the correlation motivation theory, proposes some optimized improvement measure in the basic of analysis and researching deeply in the motivation mechanism of JianJun Technology Ltd's (Below abbreviation Jian Jun) professional technicians. Through researching on situation of motivation mechanism at present of JianJun human resources, especially of professional technicians,the author founds out and enumerats the existent problems, Namely: The means of incentive are relatively unitary, and ignore the spiritual importance to material incentives; Lacks long-term drive measures in the union in income and the risk;The achievements inspection system is not perfect;The salary system is unscientific, lacks of market competitive power; Does not take to the motivation in development, the professional profession development plan is not perfect; The system monitor chamber is only in name.
After analysing the causes why these questions rise, the thesis is based on theory related to the motivation,then carries on a mean of motivation on core technology personnel comphensively from two aspects of materials motivation and spirits motivation, and emphasized on the combination of individual motivation and the team motivation mechanics and the organization motivation, of the short-term motivation and long-term motivation. In order to make sure the motivation measure implement smoothly, the thesis proposed the related necessary measures.
What the thesis mentions will be of great value to the establishment and improvement of motivation mechanism in the small and medium-sized family firms which are in developing.
引文
[1]程正方.管理心理学[M].北京:北京师范大学出版社.1996
[2](美)斯蒂芬.P.罗宾斯,玛丽.库尔特.组织行为学(第十版)[M].孙健敏等译.中国人民大学出版社,2005:169-227.
[3]侯光明,李存金.现代管理激励与约束机制[M].北京高等教育出版社,2002.7:74
[4]David Laing and Charlie weir.The Determination of Top Executive Pay Importance of Human Capital Factors.Journal of Generalof General Management.Vol.23.No.4 Summer 1998.
[5]托马斯·贝特曼,斯考特·斯奈尔.管理学(第四版)[M].北京:北京大学出版社,2002
[6]王祖成.世界上最有效的管理--激励[M].北京:中国统计出版社,2002:56-77
[7]周晓虹.现代社会心理学[M].北京:群众出版社,1997:189-190
[8]Locke E A,Latham G P.Work Motivatiaon and Satisfaction:Light At The End of The Tunnel,Psychology Science,1990
[9]Thomas W.Lee.Explaining the Assigned Goal-Incentive Interaction:The Role of Self-Efficacyand Personal Goals[J].Journal of Management,1997,23(4):541-559
[10]郑晓明.现代企业人力资源管理导论[M].北京:机械工业出版社,2002:135-137
[11]Brian J.Hall and Jeffrey B.Libman.Are CEOs Really Paid Like Bureaucrats The Quarterly Journal of Economics.1998:653-691
[12]Peter F.Drucher.Knowledge -Worker Productivity.The Biggest Challenge.California Management Review,1999,winter:79
[13]玛汗·坦姆仆.激励知识工作者[M].谢华强译.珠海:珠海出版社,1998,254
[14]张望军,彭剑锋.中国知识型员工激励机制实证分析.科研管理,2001.11:90-96
[15]Jeffrey Pfeffer.Six Dangerous Myths About Pay.HBR,1998.(5-6):112-113
[16]袁声莉.经济转型期企业员工激励模式研究[M].北京:中国财政经济出版社,2005:265-268
[17]Timothy Butler,James Waldroop.Jop Sculpting:the Art of the Retaining YourBest People.HBR,1999,(9-10):144-183
[18]Vanessa Urch Drusjat,Steven B.Wolf.Building the Emotional Intelligence of Groups.HBR,2001,(3):81-90
[19]Teresa M.Amabile.How to kill Creativity.HBR,1998(9-10):77-87
[20]张望军,彭剑锋.中国知识型员工激励机制实证分析[J].科研管理,2001(11):90-96
[21]W.Chan Kim,Renee Mauborgne.Fairing Process:Managing in the Knowledge[28]Jon R.Katezenback,Jason A.Santamarkia.Firing Up the Front Line.HBR,1999,(5-6):107-117
[22]Rob Cross,Lioyd Baird.Technology Is Not Enough:Improving Performance byBuilding Organizational Memory.Sloan Management Review,2000.9:70-78
[23]徐国华,张德,赵平.管理学[M].北京:清华大学出版社,2000:89
[24]经济参考报.2002.10.08
[25]费孝通.费孝通文集(第五卷)[M].北京:群言出版社,1999
[26]麻国庆.家与中国社会[M].北京:文物出版社,1999
[27]小艾尔弗雷德·D·钱德勒.看得见的手--美国企业的管理革命[M].北京:商务印书馆,1987
[28]叶银华.家族控股集团、核心企业与报酬互动之研究--台湾与香港证券市场之比较[J].管理评论(台湾),1999.2
[29]Westhead,P.,&Cowling,M.,Family firm research-The need for a methodological rethink.Journal of Business Venturing,1998,17
[30]国家经贸委,国家计委,国家统计局.统计上大中小型企业划分办法(暂行).国经贸委中小企[2003]143号文
[31]春和,黄清.家族企业与家族式管理辨析[J].商业研究,2006.8:62-66
[32]范忠宝.家族企业只优势与劣势分析[J].乡镇企业研究,2002.6:16-17
[33]煦照.家族企业理论研究综述[J].平原大学学报,2004.1:10-12
[34]白石.家族企业问题讨论综述[J].经济理论与经济管理,2003.7:76-80
[35]江林.知识型员工的特点与管理[J].工业企业管理,2003.4
[36]张严顺.留住核心员工的秘诀[J].人力资源管理与开发,2004.6
[37]李宁琪,王卫明.中国家族企业员工激励机制设计研究fJ].求索,2006.2
[38]胡远华.中小企业员工流动问题调查[J].浙江经济,2004.21:58-59
[39]苏照林,杨汝艳等.[J]如何留住企业核心员工,人力资源开发,2003.5
[40]孙景梅.知识人的行为动力和有效激励[J].当代经济,2003.5
[41]李华伟,董小英,左美云知识管理的理论与实践[M].北京华艺出版社,2002:191
[42]赵玉艳.浅论企业激励机制[J].经济论坛,2005.18
[43]赵曙明.企业人力资源管理与开发国际比较研究[M].大连:大连理工大学出版社,2001
[44]侯清江,李彦林.以激励为导向的人力资源管理[J].人才嘹望,2004.4:9-10
[45]石婷婷.非公有制企业人力资本参与企业收益分配的调研[J].中共宁波市委党校学报.2004.5:65-67
[46]陈茜.家族企业到底信任谁[J].企业文化.2005.12:59-62
[47]于泽忠.绩效考核与薪酬管理[M].武汉武汉大学出版社,2006:228
[2](美)斯蒂芬.P.罗宾斯,玛丽.库尔特.组织行为学(第十版)[M].孙健敏等译.中国人民大学出版社,2005:169-227.
[3]侯光明,李存金.现代管理激励与约束机制[M].北京高等教育出版社,2002.7:74
[4]David Laing and Charlie weir.The Determination of Top Executive Pay Importance of Human Capital Factors.Journal of Generalof General Management.Vol.23.No.4 Summer 1998.
[5]托马斯·贝特曼,斯考特·斯奈尔.管理学(第四版)[M].北京:北京大学出版社,2002
[6]王祖成.世界上最有效的管理--激励[M].北京:中国统计出版社,2002:56-77
[7]周晓虹.现代社会心理学[M].北京:群众出版社,1997:189-190
[8]Locke E A,Latham G P.Work Motivatiaon and Satisfaction:Light At The End of The Tunnel,Psychology Science,1990
[9]Thomas W.Lee.Explaining the Assigned Goal-Incentive Interaction:The Role of Self-Efficacyand Personal Goals[J].Journal of Management,1997,23(4):541-559
[10]郑晓明.现代企业人力资源管理导论[M].北京:机械工业出版社,2002:135-137
[11]Brian J.Hall and Jeffrey B.Libman.Are CEOs Really Paid Like Bureaucrats The Quarterly Journal of Economics.1998:653-691
[12]Peter F.Drucher.Knowledge -Worker Productivity.The Biggest Challenge.California Management Review,1999,winter:79
[13]玛汗·坦姆仆.激励知识工作者[M].谢华强译.珠海:珠海出版社,1998,254
[14]张望军,彭剑锋.中国知识型员工激励机制实证分析.科研管理,2001.11:90-96
[15]Jeffrey Pfeffer.Six Dangerous Myths About Pay.HBR,1998.(5-6):112-113
[16]袁声莉.经济转型期企业员工激励模式研究[M].北京:中国财政经济出版社,2005:265-268
[17]Timothy Butler,James Waldroop.Jop Sculpting:the Art of the Retaining YourBest People.HBR,1999,(9-10):144-183
[18]Vanessa Urch Drusjat,Steven B.Wolf.Building the Emotional Intelligence of Groups.HBR,2001,(3):81-90
[19]Teresa M.Amabile.How to kill Creativity.HBR,1998(9-10):77-87
[20]张望军,彭剑锋.中国知识型员工激励机制实证分析[J].科研管理,2001(11):90-96
[21]W.Chan Kim,Renee Mauborgne.Fairing Process:Managing in the Knowledge[28]Jon R.Katezenback,Jason A.Santamarkia.Firing Up the Front Line.HBR,1999,(5-6):107-117
[22]Rob Cross,Lioyd Baird.Technology Is Not Enough:Improving Performance byBuilding Organizational Memory.Sloan Management Review,2000.9:70-78
[23]徐国华,张德,赵平.管理学[M].北京:清华大学出版社,2000:89
[24]经济参考报.2002.10.08
[25]费孝通.费孝通文集(第五卷)[M].北京:群言出版社,1999
[26]麻国庆.家与中国社会[M].北京:文物出版社,1999
[27]小艾尔弗雷德·D·钱德勒.看得见的手--美国企业的管理革命[M].北京:商务印书馆,1987
[28]叶银华.家族控股集团、核心企业与报酬互动之研究--台湾与香港证券市场之比较[J].管理评论(台湾),1999.2
[29]Westhead,P.,&Cowling,M.,Family firm research-The need for a methodological rethink.Journal of Business Venturing,1998,17
[30]国家经贸委,国家计委,国家统计局.统计上大中小型企业划分办法(暂行).国经贸委中小企[2003]143号文
[31]春和,黄清.家族企业与家族式管理辨析[J].商业研究,2006.8:62-66
[32]范忠宝.家族企业只优势与劣势分析[J].乡镇企业研究,2002.6:16-17
[33]煦照.家族企业理论研究综述[J].平原大学学报,2004.1:10-12
[34]白石.家族企业问题讨论综述[J].经济理论与经济管理,2003.7:76-80
[35]江林.知识型员工的特点与管理[J].工业企业管理,2003.4
[36]张严顺.留住核心员工的秘诀[J].人力资源管理与开发,2004.6
[37]李宁琪,王卫明.中国家族企业员工激励机制设计研究fJ].求索,2006.2
[38]胡远华.中小企业员工流动问题调查[J].浙江经济,2004.21:58-59
[39]苏照林,杨汝艳等.[J]如何留住企业核心员工,人力资源开发,2003.5
[40]孙景梅.知识人的行为动力和有效激励[J].当代经济,2003.5
[41]李华伟,董小英,左美云知识管理的理论与实践[M].北京华艺出版社,2002:191
[42]赵玉艳.浅论企业激励机制[J].经济论坛,2005.18
[43]赵曙明.企业人力资源管理与开发国际比较研究[M].大连:大连理工大学出版社,2001
[44]侯清江,李彦林.以激励为导向的人力资源管理[J].人才嘹望,2004.4:9-10
[45]石婷婷.非公有制企业人力资本参与企业收益分配的调研[J].中共宁波市委党校学报.2004.5:65-67
[46]陈茜.家族企业到底信任谁[J].企业文化.2005.12:59-62
[47]于泽忠.绩效考核与薪酬管理[M].武汉武汉大学出版社,2006:228