研发人员培养研究
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摘要
知识经济时代,知识管理的价值在于创造一个有利于知识创新、传递和共享的环境。而作为典型的知识型员工,研发人员是企业实现技术创新的主体。在企业的技术创新过程中,研发人员是企业最具有创造性的因素和最活跃的核心资源,是企业创新的源泉和企业发展的关键。因此,对于研发人员培养问题便成为一个十分重大的现实问题,而且是急待解决的热点问题。本文试图通过对研发人员的相关分析,发现并解决目前困扰着无数企业的一大现实问题,即如何建立一套行之有效的针对研发人员的培养机制。
本论文对研发人员的培养机制进行探索式研究,试图分析并找出研发人员培养过程中的制约因素。首先,本文对大量的中外相关文献进行了广泛搜集和分类综述,比如,对人才的激励理论、人力资本理论、职业发展理论、员工素质模型理论、任职资格理论、学习型组织理论和知识管理理论等的文献综述;其次,本文还剖析了前人学者对研发人员的相关研究,比如对研发人员进行界定、分析研发人员的工作和需求特征,基于上述分析,笔者大胆提出了研发人员培养的五种决定因素,即“五力分析模型”,即研发人员培养中必须考虑的五种力量:学习型组织的学习力、多元化动态激励的激励力、职业发展规划的发展力、任职资格管理的资格力以及能力素质培养的胜任力。在对研发人员培养的决定因素分析的过程,本文还对研发人员的学习型组织建设、研发人员的胜任素质培养、研发人员的激励机制构建、研发人员的职业发展规划以及研发人员的任职资格管理等进行了分门别类的系统研究。
为了探究提出的“五力分析模型”是否存在,以及各维度之间的关系如何,本论文以深圳市的高科技企业作为研究对象来探求其在研发人员培养方面的机制或举措。首先,本研究采用问卷调查的方式来收集有关的测量数据,进而通过SPSS.13.0软件对所采集的样本数据进行了信度与效度分析,以确保问卷的可信性。其次,再相应地进行探索性因子分析,探索确定研发人员培养五个维度的因子构成数目。最后用LISREL8.7软件对模拟的结构方程模型进行了验证性因子分析,通过各种指标来判断拟合模型的可接受性,以及各个变量指标之间的关系。从数据分析中,一方面可以对研究假设进行重新审视,对模型进行调整;另一方面从结构方程模型中的数据值可以看出影响研发人员培养的关键因素,从而提出了若干对高科技企业在培养研发人员有用的对策、建议,从而构建核心竞争力,取得市场竞争优势。
最后,本文为了使理论与实践结合得更为紧密,选用了目前我国高科技领域的4个卓越代表企业:通信行业的领跑者——深圳华为技术有限公司和中兴通讯股份有限公司、医疗器械行业的龙头企业——迈瑞生物医疗电子股份有限公司、即时通讯领域的领头羊——腾讯公司作为本文的研究对象,展开案例研究。通过对上述四个标杆公司在研发人员培养的各个方面进行分析,包括从学习型组织建设、激励机制、职业发展规划、任职资格管理以及能力素质培养方面进行分析,既从侧面证实了本研究的结论,亦为其它高科技企业来探索一条适合中国研发人员培养的道路提供启示。
In Knowledge Economy times, the value of Knowledge Management is to create environment which in favor of knowledge innovation, transfer and share. As typical knowledge worker, R&D staff is the main force to achieve technical innovation. In the process of technique innovation, R&D staff is the best creationary factor and core resource, and also origin of innovation and the key of corporation's development. So, how to bring up R&D staff is becoming a very important realistic question and a hotspot need to settle. The paper try to find out and solve the realistic question puzzling a good many corporations through some analysis about R&D staff, in other words, how to build effective mechanism about bringing up R&D staff.
The paper tries to analyze and find out the limited factors in the R&D staff's bringing up process through exploring study. First, the paper collects a lot of correlative literature home and abroad and reviews them, including motivation theory, human capital theory, profession development theory, competence model theory, qualification management theory, learning-organization theory and knowledge management. Second, the paper summarizes former study on R&D staff, such as the identification of R&D staff, analyze the work and need character of R&D staff. Based on the above analysis and literature review, the author advance the five factors in the R&D staff's bring up process, in other words, five force analyzing model, including the force of learning from learning-organization, the force of motivation from multi-dynamic motivation, the force of development from career planning, the force of qualification from qualification management and the force of competence from competence bringing up. In the following chapter, the paper discusses the themes: building the learning organization, bringing up researcher's competence, the mechanism of motivation, the career planning and qualification management respectively.
In order to prove the exist of five force model and the relationship between dimensions, the paper uses parts of Shenzhen's High-Tec enterprises as cases to explore what they did in the bringing up R&D staff process. First, the paper uses questionnaire to collect data, then uses SPSS.13.0 to detect reliability and validity of questionnaire. Second, the paper explores factor analysis of the questionnaires by means of SPSS, and then ascertains the number of the dimension. Third, the paper uses LISREL8.7 to find the relationship among variables and the relationship between variables and index by confirmatory factor analysis. By means of the data, we can judge the feasibility of the mode and the relationship among the variables. By analyzing the data, for one thing, we can scan the hypothesis and adjust the model if it is needed; for another, we can find the key factor which influences the bringing up the R&D staff and advance some ideas for Hi-Tec enterprises redounding to build core competence.
At the end, the paper uses four benchmark companies to make case-study which is Huawei Co. Ltd., ZTE, Mindray Co. Ltd. And Tencent QQ. Through demonstrating the four benchmark companies' operation in the building learning-organization, motivation, career planning, qualification management and competence bringing up, the study hopes to help other High-Tec enterprises in bring up R&D staff.
本论文对研发人员的培养机制进行探索式研究,试图分析并找出研发人员培养过程中的制约因素。首先,本文对大量的中外相关文献进行了广泛搜集和分类综述,比如,对人才的激励理论、人力资本理论、职业发展理论、员工素质模型理论、任职资格理论、学习型组织理论和知识管理理论等的文献综述;其次,本文还剖析了前人学者对研发人员的相关研究,比如对研发人员进行界定、分析研发人员的工作和需求特征,基于上述分析,笔者大胆提出了研发人员培养的五种决定因素,即“五力分析模型”,即研发人员培养中必须考虑的五种力量:学习型组织的学习力、多元化动态激励的激励力、职业发展规划的发展力、任职资格管理的资格力以及能力素质培养的胜任力。在对研发人员培养的决定因素分析的过程,本文还对研发人员的学习型组织建设、研发人员的胜任素质培养、研发人员的激励机制构建、研发人员的职业发展规划以及研发人员的任职资格管理等进行了分门别类的系统研究。
为了探究提出的“五力分析模型”是否存在,以及各维度之间的关系如何,本论文以深圳市的高科技企业作为研究对象来探求其在研发人员培养方面的机制或举措。首先,本研究采用问卷调查的方式来收集有关的测量数据,进而通过SPSS.13.0软件对所采集的样本数据进行了信度与效度分析,以确保问卷的可信性。其次,再相应地进行探索性因子分析,探索确定研发人员培养五个维度的因子构成数目。最后用LISREL8.7软件对模拟的结构方程模型进行了验证性因子分析,通过各种指标来判断拟合模型的可接受性,以及各个变量指标之间的关系。从数据分析中,一方面可以对研究假设进行重新审视,对模型进行调整;另一方面从结构方程模型中的数据值可以看出影响研发人员培养的关键因素,从而提出了若干对高科技企业在培养研发人员有用的对策、建议,从而构建核心竞争力,取得市场竞争优势。
最后,本文为了使理论与实践结合得更为紧密,选用了目前我国高科技领域的4个卓越代表企业:通信行业的领跑者——深圳华为技术有限公司和中兴通讯股份有限公司、医疗器械行业的龙头企业——迈瑞生物医疗电子股份有限公司、即时通讯领域的领头羊——腾讯公司作为本文的研究对象,展开案例研究。通过对上述四个标杆公司在研发人员培养的各个方面进行分析,包括从学习型组织建设、激励机制、职业发展规划、任职资格管理以及能力素质培养方面进行分析,既从侧面证实了本研究的结论,亦为其它高科技企业来探索一条适合中国研发人员培养的道路提供启示。
In Knowledge Economy times, the value of Knowledge Management is to create environment which in favor of knowledge innovation, transfer and share. As typical knowledge worker, R&D staff is the main force to achieve technical innovation. In the process of technique innovation, R&D staff is the best creationary factor and core resource, and also origin of innovation and the key of corporation's development. So, how to bring up R&D staff is becoming a very important realistic question and a hotspot need to settle. The paper try to find out and solve the realistic question puzzling a good many corporations through some analysis about R&D staff, in other words, how to build effective mechanism about bringing up R&D staff.
The paper tries to analyze and find out the limited factors in the R&D staff's bringing up process through exploring study. First, the paper collects a lot of correlative literature home and abroad and reviews them, including motivation theory, human capital theory, profession development theory, competence model theory, qualification management theory, learning-organization theory and knowledge management. Second, the paper summarizes former study on R&D staff, such as the identification of R&D staff, analyze the work and need character of R&D staff. Based on the above analysis and literature review, the author advance the five factors in the R&D staff's bring up process, in other words, five force analyzing model, including the force of learning from learning-organization, the force of motivation from multi-dynamic motivation, the force of development from career planning, the force of qualification from qualification management and the force of competence from competence bringing up. In the following chapter, the paper discusses the themes: building the learning organization, bringing up researcher's competence, the mechanism of motivation, the career planning and qualification management respectively.
In order to prove the exist of five force model and the relationship between dimensions, the paper uses parts of Shenzhen's High-Tec enterprises as cases to explore what they did in the bringing up R&D staff process. First, the paper uses questionnaire to collect data, then uses SPSS.13.0 to detect reliability and validity of questionnaire. Second, the paper explores factor analysis of the questionnaires by means of SPSS, and then ascertains the number of the dimension. Third, the paper uses LISREL8.7 to find the relationship among variables and the relationship between variables and index by confirmatory factor analysis. By means of the data, we can judge the feasibility of the mode and the relationship among the variables. By analyzing the data, for one thing, we can scan the hypothesis and adjust the model if it is needed; for another, we can find the key factor which influences the bringing up the R&D staff and advance some ideas for Hi-Tec enterprises redounding to build core competence.
At the end, the paper uses four benchmark companies to make case-study which is Huawei Co. Ltd., ZTE, Mindray Co. Ltd. And Tencent QQ. Through demonstrating the four benchmark companies' operation in the building learning-organization, motivation, career planning, qualification management and competence bringing up, the study hopes to help other High-Tec enterprises in bring up R&D staff.
引文
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