外文文獻(xiàn)翻譯--民營(yíng)企業(yè)人才流失的原因及治理對(duì)策

1、<p><b>　　中文3580字</b></p><p><b>　　畢業(yè)論文英文翻譯</b></p><p>　　學(xué)生姓名： </p><p>　　學(xué)生學(xué)號(hào)： </p><p>　　專(zhuān)業(yè)班級(jí)： </p&g

2、t;<p>　　指導(dǎo)教師： </p><p><b>　　管 理 學(xué) 院</b></p><p><b>　　2012.5.8</b></p><p>　　Private enterprises and the reasons for</p><p>　　wa

3、stage control measures</p><p>　?。≧ong Zhang Beijing Jiaotong University College of economic management</p><p>　　Beijing 100044）</p><p>　　<abstract > The use of a pick to the

4、energy level corresponding human resources management, systems dynamics, objectives and principles inspiring on China's accession to the WTO, private enterprises will be increasing competition among professionals. In

5、 view of the current brain drain of some private enterprises, such as the status of high-quality talent recruitment difficulties, the author conducted a detailed analysis and exploration, and the status of private enterp

6、rises wastage governance st</p><p>　　<keywords> Private enterprises Brain drain analysis wastage control measures</p><p>　　2004, the private economy, to be engraved in the memory of

7、many people. 911% of the GDP achieved spectacular growth, including the promotion of the private economy in China's economic development is the most dynamic force one. "100 strong private enterprises listed"

8、; revenues grew by 16,106% scale, 36.164 thousand% net profit growth, net assets yield reached 12,154%, are the best in the history of the regeneration achievements.</p><p>　　But with the development of priv

9、ate enterprises, many of the development problems gradually exposed, such as business owners as a result of environmental, cultural and other factors, business operations have not been regulated, and internal management

10、chaos; For the future development of enterprises lack long-term planning; Submissive to the pro - and everywhere beware of talent unattractive ? ? particularly in the area of human resources management status, It is not

11、optimistic. In the face of i</p><p>　　Private enterprises wastage reason analysis</p><p>　　Private enterprises chaotic internal management, inadequate internal management system, the lack of bas

12、ic systems, irrational structure, the management of enterprises, "people" - oriented. To the staff at a loss, not knowing what to do to meet the business requirements. In the absence of clear criteria for the w

13、ork, even if the employees work hard and get recognition. Enterprise management mainly people many things, the lack of written system norms. Or even with some norms, but in fact we do not</p><p>　　Dissatisfi

14、ed with the working environment is one of the main causes of brain drain. The first is not satisfied with the work atmosphere, the lack of communication between staff, the lack of harmonious working atmosphere. Boss pers

15、onal authority is too high, no personal opinion to the staff, individual staff performance not sure, have a feeling. Next to their work with, such as the objectives and tasks of the work is not clear, the loss of enthusi

16、asm for its work, a lack of interest, no novelty, </p><p>　　No advanced enterprise culture. Enterprise culture is the long-term interaction in the process of enterprise employees formed interpersonal paradig

17、m, value systems, and it must be linked with business performance, help businesses grow was recognized. But some private enterprises in the internal personal authority, too, will always be the boss alone, the key personn

18、el in private enterprises which often feel their personal and professional views were not respected, and feelings of depression; Ther</p><p>　　Individual career considerations. When employees feel that they

19、are appropriate in enterprises work best play its role, work is often the most stable, efficient time. However, as enterprise development, personal contribution rate increase, the enterprise will have to staff the new de

20、mands, such as the demand for pay, duties and positions demand, technical skills upgrading needs, the needs of honor, if enterprises to reasonable requirements of the staff do not care about the needs of staff are no<

21、/p><p>　　Private enterprises wastage control measures</p><p>　　Today the survival of an increasingly competitive private enterprises, and the modern enterprise competition is the core talent compet

22、ition. Enterprise development, and key personnel from enterprises to retain talent, it is essential in the employment mechanism, so the larger institutional adjustment. To address the causes of brain drain to formulate c

23、orresponding measures, not only to cure both the symptoms and the cause. Then based on how governance wastage reasons? What is the response? I thi</p><p>　　Establishing a modern enterprise system, improve co

24、rporate governance management structure. Is the typical characteristic of the modern enterprise system : property rights and responsibilities clear. However, for a long time, everyone believes that property rights are cl

25、early private enterprises, leading to many people did not recognize the existence of private enterprises is also the issue of property rights, property rights means not only the concept of ownership of enterprise ownersh

26、ip, and p</p><p>　　Strengthen enterprise human resources management functions construction. First, a link to the management and control of staff. Staff into the recruitment, selection and hiring of these lin

27、ks provide enterprises with a significant loss of control over staff the opportunity to staff and business enterprises is a "matching" process, including the requirements of the post, and individual attitudes,

28、ability and quality, as well as individuals to enterprise systems value judgement and acceptability. I</p><p>　　A "people-oriented", enterprise "employees first" management culture. Respe

29、ct for staff, the main emphasis of the staff, the staff's self-interest is the realization of a humanistic management practices, as well as the management and control of wastage provides the most effective ideologica

30、l weapon. Staff is the main work, hold direct production of goods or services one point is the participation and leading role in the light of staff, enterprises should shape business "employees first" manageme&

31、lt;/p><p>　　From another perspective, corporate culture refers to the survival and development of enterprises in the process embodied by human relationships, and recognized values and norms of behaviour, compet

32、ition among enterprises is that the competition between talent in today's competitive society, those who have the talent, will have to contend opponents of capital. Modern enterprise management, one of the most impor

33、tant features is the emphasis on the role that people-oriented management thinking. Pe</p><p>　　In order to fundamentally solve the problem of wastage of private enterprises, the need for an analysis of the

34、reasons for the brain drain, particularly in the industry, the business analysis and the establishment of a people-oriented management mechanism and culture, allowing personnel to maximize their efficiency. Private enter

35、prise should not only thirsting for talent, Renxian cite only, sincere treatment, but only of a heavy heart, knowing people of Wai, with the only slightly, if only the v</p><p>　　[references] :</p>&l

36、t;p>　　[1] Jinjuan. Private enterprises brain drain phenomenon analysis [J]. Beijing Post University Journal (Social Science Edition), 2001 (3). </p><p>　　[2] Fu Yan-wing. The brain drain of people with

37、 private enterprise management [J]. Talent observation, 2003, (2). </p><p>　　[3] Liu Ping school. Tan build private enterprises and incentive mechanism to avoid the flow of talent Missing [J]. Liaoning

38、economy, 2003, (9). </p><p>　　[4] Zhengzhenyu. Private enterprises wastage reasons dialysis and responses [J]. China's private economy and technology, 2003, (8). </p><p>　　[5] Hu, Jiang

39、jingli. Private enterprises and the causes of brain drain in For [J]. Enterprise economy, 2004, (3).</p><p>　　民營(yíng)企業(yè)人才流失的原因及治理對(duì)策</p><p>　　【摘　要】本文采用人力資源管理的能級(jí)對(duì)應(yīng)、系統(tǒng)動(dòng)力、目標(biāo)激勵(lì)等原理, 闡述我國(guó)加入WTO后, 民營(yíng)企業(yè)間人才的競(jìng)

40、爭(zhēng)將越演越烈。針對(duì)目前一些民營(yíng)企業(yè)人才外流、高素質(zhì)人才招聘困難等現(xiàn)狀, 筆者進(jìn)行了詳細(xì)的分析和探討, 并結(jié)合民營(yíng)企業(yè)人才流失現(xiàn)狀提出治理對(duì)策研究。</p><p>　　【關(guān)鍵詞】民企 人才流失 分析治理對(duì)策</p><p>　　2004年, 對(duì)于民營(yíng)經(jīng)濟(jì)而言, 注定會(huì)刻在許多人的記憶里。GDP實(shí)現(xiàn)了911%的驚人增長(zhǎng), 其中, 民營(yíng)經(jīng)濟(jì)是推動(dòng)中國(guó)經(jīng)濟(jì)發(fā)展最活躍的力量一?！懊駹I(yíng)上市企業(yè)100

41、強(qiáng)”營(yíng)收規(guī)模增長(zhǎng)了16106% , 凈利潤(rùn)增長(zhǎng)36164% ,凈資產(chǎn)收益率達(dá)到12154% , 均刷新了有史以來(lái)的最好成績(jī)。</p><p>　　但是隨著民營(yíng)企業(yè)的發(fā)展, 許多發(fā)展中的問(wèn)題逐步暴露出來(lái), 如企業(yè)老板由于環(huán)境、文化等原因, 造成企業(yè)運(yùn)作不規(guī)范, 內(nèi)部管理一片混亂; 對(duì)企業(yè)未來(lái)的發(fā)展缺乏長(zhǎng)遠(yuǎn)規(guī)劃; 任人為親、處處提防, 對(duì)人才缺乏吸引力??特別是人力資源管理方面的現(xiàn)狀, 實(shí)在不容樂(lè)觀。面對(duì)日趨激烈和復(fù)

42、雜的競(jìng)爭(zhēng)形勢(shì), 特別是我國(guó)加入WTO, 當(dāng)初很多都是依靠“膽大”、或者“吃苦耐勞”起家的民營(yíng)企業(yè)家們, 已經(jīng)感到單憑自己的力量, 已經(jīng)不足以應(yīng)對(duì)目前的經(jīng)營(yíng)狀況。于是, 大部分民營(yíng)企業(yè)已經(jīng)意識(shí)到了人才的重要性, 也很愿意用高薪聘請(qǐng)能人來(lái)企業(yè)工作。但是, 大部分的民營(yíng)企業(yè)人力資源管理的整體觀念非常薄弱, 招人、用人、留人等方面的工作程序和運(yùn)做機(jī)制均有相當(dāng)?shù)膯?wèn)題。從而造成人才的引進(jìn)非常困難, 引進(jìn)人才也留不住。</p><

43、p>　　民營(yíng)企業(yè)人才流失原因分析</p><p>　　1.民營(yíng)企業(yè)內(nèi)部管理混亂, 內(nèi)部管理制度不完善,缺乏基本的制度, 組織結(jié)構(gòu)不合理, 企業(yè)管理“人治”為主。導(dǎo)致員工無(wú)所適從, 不知道應(yīng)該怎么做才符合企業(yè)的要求。由于沒(méi)有明確的工作標(biāo)準(zhǔn), 員工即使努力工作, 也難以獲得認(rèn)可。企業(yè)管理許多事主要還是人治,缺少成文的制度規(guī)范。或者即使有了部分規(guī)范, 但實(shí)際上大家都不重視甚至不遵守, 做事情一味過(guò)于講求簡(jiǎn)單直接,

44、 工作還是以前小規(guī)模時(shí)的老習(xí)慣, 離現(xiàn)代企業(yè)管理制度距離有點(diǎn)遠(yuǎn)。尤其是企業(yè)的薪酬績(jī)效考核制度不健全, 嚴(yán)重影響關(guān)鍵人才價(jià)值的體現(xiàn)。舉例: 有一公司實(shí)行原始的家族式管理, 在工資、福利、待遇等方面,家族成員總比外人要高, 盡管這些人的管理、生產(chǎn)、銷(xiāo)售等一系列業(yè)績(jī)都不如外人, 并且家族成員為了個(gè)人利益極力排擠外人, 從而導(dǎo)致企業(yè)關(guān)鍵人才由于得不到承認(rèn)而跳槽。</p><p>　　2.對(duì)工作環(huán)境不滿(mǎn)意也是造成人才流失的

45、主要原因之一。首先是工作氛圍不滿(mǎn)意, 人員之間缺乏交流溝通,缺乏和諧的工作氛圍。老板個(gè)人的權(quán)威太高, 根本不重視員工的個(gè)人見(jiàn)解, 員工個(gè)人工作業(yè)績(jī)得不到肯定, 產(chǎn)生了一種失落感。其次對(duì)自己的工作不滿(mǎn)意, 如對(duì)工作的目標(biāo)和任務(wù)不清楚, 對(duì)自己承擔(dān)的工作失去熱情、缺乏興趣, 無(wú)新鮮感, 缺乏挑戰(zhàn)性, 缺乏個(gè)人成就感。</p><p>　　3.沒(méi)有先進(jìn)的企業(yè)文化。企業(yè)文化是在企業(yè)員工長(zhǎng)期的相互交往過(guò)程中形成的人際交往范

46、式、價(jià)值觀體系,而且它一定是與企業(yè)經(jīng)營(yíng)績(jī)效掛鉤, 有助于企業(yè)的成長(zhǎng)才被認(rèn)可的。但是在一些民營(yíng)企業(yè)內(nèi)部個(gè)人權(quán)威主義太重, 永遠(yuǎn)是老板說(shuō)了算, 關(guān)鍵人才往往感覺(jué)到在民營(yíng)企業(yè)里面自己的人格和專(zhuān)業(yè)意見(jiàn)得不到尊重, 心情壓抑;還有在管理方式上, 往往對(duì)下屬能力不信任, 不授權(quán)或授權(quán)不足, 關(guān)鍵人才像被上了綁一樣, 只能做執(zhí)行者,感受可想而知。再次, 在員工的上下溝通上由于企業(yè)文化的限制, 導(dǎo)致員工之間的溝通出現(xiàn)鴻溝, 不能形成統(tǒng)一的范式或價(jià)值觀,

47、 更不用說(shuō)形成有本企業(yè)特色的企業(yè)文化了。</p><p>　　4.對(duì)個(gè)人職業(yè)生涯的考慮。當(dāng)員工在企業(yè)中感到自己有合適的工作, 最能發(fā)揮自己的作用的時(shí)候, 往往是工作最穩(wěn)定, 最有效率的時(shí)候。但隨著企業(yè)的發(fā)展, 個(gè)人貢獻(xiàn)率的提高, 員工對(duì)企業(yè)會(huì)有新的需求, 如對(duì)薪酬的需求、職務(wù)和職位的需求、技術(shù)技能提升的需求、榮譽(yù)的需求等, 如果企業(yè)對(duì)員工的合理需求不聞不問(wèn), 員工的需求得不到滿(mǎn)足, 往往會(huì)人心思走。年輕的高知識(shí)人

48、群, 以及有較高技能的人員則是企業(yè)或行業(yè)人才流動(dòng)的主體人群。</p><p>　　民營(yíng)企業(yè)人才流失治理對(duì)策</p><p>　　如今民營(yíng)企業(yè)的生存競(jìng)爭(zhēng)越來(lái)越激烈, 而現(xiàn)代企業(yè)的競(jìng)爭(zhēng), 核心是人才的競(jìng)爭(zhēng)。企業(yè)要發(fā)展, 關(guān)鍵靠人才,企業(yè)要留住人才, 必須在用人機(jī)制、體制上做較大的調(diào)整。要針對(duì)人才流失的原因, 制定相應(yīng)措施, 不僅要治標(biāo), 更要治本。那么基于人才流失的種種原因如何治理呢, 有什么

49、樣的對(duì)策呢? 我覺(jué)得治理對(duì)策應(yīng)從以下幾方面來(lái)著手完善用人機(jī)制。</p><p>　　1.建立現(xiàn)代企業(yè)制度, 完善公司治理治理結(jié)構(gòu)?，F(xiàn)代企業(yè)制度的典型特征是: 產(chǎn)權(quán)明晰, 權(quán)責(zé)明確。但長(zhǎng)期以來(lái), 大家都認(rèn)為, 民營(yíng)企業(yè)產(chǎn)權(quán)是明晰的, 從而導(dǎo)致了許多人沒(méi)有認(rèn)識(shí)到民營(yíng)企業(yè)中也存在有產(chǎn)權(quán)問(wèn)題,產(chǎn)權(quán)明晰的概念不僅意味著企業(yè)所有權(quán)的歸屬, 同時(shí),產(chǎn)權(quán)意味著公司的結(jié)構(gòu)和層次。但我國(guó)民營(yíng)企業(yè)資本在產(chǎn)權(quán)上帶有強(qiáng)烈的“三緣”性, 即

50、血緣、親緣和地緣性, 這使得中國(guó)的民營(yíng)企業(yè)產(chǎn)權(quán)在主體上具有濃厚的宗法性, 它也是阻礙中國(guó)民營(yíng)企業(yè)建立現(xiàn)代企業(yè)制度、確立科學(xué)有效的決策和管理機(jī)制的重要因素。我國(guó)有相當(dāng)多的民營(yíng)企業(yè)表面上是有限責(zé)任公司, 而實(shí)際上是業(yè)主制企業(yè), 是一股獨(dú)大, 實(shí)際上是老板一個(gè)人說(shuō)了算, 其他都是形同虛設(shè)。但我國(guó)民營(yíng)企業(yè)又普遍實(shí)行委托代理制度, 這導(dǎo)致了企業(yè)治理結(jié)構(gòu)問(wèn)題的出現(xiàn), 因?yàn)樵谀切┢髽I(yè)老板同時(shí)又是企業(yè)經(jīng)營(yíng)者的企業(yè)里, 企業(yè)所有權(quán)和控制權(quán)是一體的, 根本

51、沒(méi)有所謂的公司治理結(jié)構(gòu)。所以要從重新構(gòu)建和完善民營(yíng)企業(yè)的公司治理結(jié)構(gòu), 即在堅(jiān)持現(xiàn)代企業(yè)公司法人治理結(jié)構(gòu)的前提下, 結(jié)合民營(yíng)企業(yè)自己的特點(diǎn)進(jìn)行必要的調(diào)整。科學(xué)地劃分“三會(huì)”和總經(jīng)理等各利益主體的權(quán)利和責(zé)任, 完善各利益主體之間的</p><p>　　2、加強(qiáng)企業(yè)人力資源管理的職能建設(shè)。第一, 做好員工流入環(huán)節(jié)的管理和控制。員工流入是由招聘、篩選、錄用組成, 這些環(huán)節(jié)為企業(yè)提供了重要的控制員工流失的機(jī)會(huì), 員工進(jìn)入

52、企業(yè)也是一個(gè)和企業(yè)“匹配”的過(guò)程,包括職位要求、個(gè)體的態(tài)度、能力、素質(zhì), 以及個(gè)人對(duì)企業(yè)規(guī)章制度的價(jià)值判斷和接受程度等。如果員工能夠較好的融入工作、融入企業(yè), 至少新員工的流失率可以大大降低, 招聘的相對(duì)成本也會(huì)減小。企業(yè)應(yīng)該加大招聘投資力度, 可以采用標(biāo)準(zhǔn)化結(jié)構(gòu)面試、素質(zhì)測(cè)試、評(píng)價(jià)中心等現(xiàn)代手段來(lái)確保信度和效度。第二就是做好薪酬福利管理工作。企業(yè)的工資水平的差別是員工流失的重要原因之一, 據(jù)調(diào)查, 在人才流失的成因中工資待遇不高居于首

53、位, 約占人才流失的68%。薪酬不僅具有保健功能還具有激勵(lì)功能, 除了能滿(mǎn)足員工生活所必需還是員工自我價(jià)值的體現(xiàn)。健全合理的薪酬應(yīng)該滿(mǎn)足其公平性、競(jìng)爭(zhēng)性和激勵(lì)性, 即企業(yè)薪酬標(biāo)準(zhǔn)要有吸引力,要在內(nèi)部適當(dāng)拉開(kāi)差距, 體現(xiàn)按貢獻(xiàn)分配和按勞分配的結(jié)合, 確保薪酬的橫向、縱向公平。第三, 做好員工的職業(yè)生涯規(guī)劃和開(kāi)發(fā)工作。對(duì)員工進(jìn)行職業(yè)發(fā)展規(guī)劃時(shí),除以個(gè)人工作業(yè)績(jī)?yōu)榛A(chǔ)外, 還應(yīng)綜合考慮員工的技能和</p><p>　　

54、3.實(shí)行“以人為本”、企業(yè)“員工第一”的管理文化。尊重員工, 強(qiáng)調(diào)員工的主體性, 關(guān)心員工的自我實(shí)現(xiàn)是人本主義管理的實(shí)踐, 這也為人才流失的管理和控制提供了最有效的思想武器。員工是工作的主體, 掌握著直接生產(chǎn)產(chǎn)品或者提供服務(wù)的第一關(guān)口, 正是鑒于員工的參與和主導(dǎo)作用, 企業(yè)應(yīng)該塑造企業(yè)“員工第一”的管理文化。企業(yè)文化是塑造人的行為方式的軟性工具,企業(yè)文化的核心問(wèn)題是價(jià)值觀問(wèn)題。</p><p>　　從另一個(gè)角度看

55、, 企業(yè)文化是指在企業(yè)生存和發(fā)展過(guò)程中所體現(xiàn)出來(lái)的人與人之間的關(guān)系, 以及公認(rèn)的價(jià)值觀和行為準(zhǔn)則, 企業(yè)之間的競(jìng)爭(zhēng), 在于人才之間的競(jìng)爭(zhēng), 在當(dāng)今的競(jìng)爭(zhēng)社會(huì), 誰(shuí)擁有了人才, 誰(shuí)就擁有了與對(duì)手相抗衡的資本?，F(xiàn)代企業(yè)管理的最重要的一個(gè)特征就是重視人的作用, 強(qiáng)調(diào)以人為本的管理思想。以人為本的管理思想, 并不是簡(jiǎn)單的以某個(gè)人或某群人為本,而是以員工、顧客和社會(huì)公眾為本三者有機(jī)結(jié)合起來(lái),充分考慮企業(yè)在三者之間的位置, 而不是簡(jiǎn)單的以物質(zhì)鼓勵(lì)為

56、本, 也不是簡(jiǎn)單的以關(guān)懷體貼為本, 而是以朔造人、培養(yǎng)人為本, 既為人提供發(fā)展的機(jī)遇, 又為企業(yè)培育有用之才; 不是短期重視人為本, 而是長(zhǎng)期實(shí)施尊重人為本。從最開(kāi)始的“人治”進(jìn)化到“法制”, 然后走向“人本管理”, 讓員工在潛移默化中去接受企業(yè)、贊同企業(yè)、維護(hù)企業(yè)。</p><p>　　綜上所述, 為了從根本上解決民營(yíng)企業(yè)人才流失的問(wèn)題, 有必要基于人才流失的原因進(jìn)行分析, 尤其是針對(duì)本行業(yè)、本企業(yè)的分析, 同

57、時(shí)建立以人為本的管理機(jī)制和文化, 使人才效益得到最大發(fā)揮。民營(yíng)企業(yè)家不僅要求賢若渴、任賢舉才、誠(chéng)心相待, 更要有重才之心、識(shí)人之慧、用才之略、容才之量。企業(yè)對(duì)人才管理提高到戰(zhàn)略性高度, 提高企業(yè)和員工對(duì)市場(chǎng)變化的積極和主動(dòng)反應(yīng)能力, 保證企業(yè)和員工的生存和發(fā)展, 最終達(dá)到雙贏。</p><p><b>　　[參考文獻(xiàn)]</b></p><p>　　[ 1 ] 靳娟.

58、民營(yíng)企業(yè)人才流失現(xiàn)象分析[ J ]. 北京郵電大學(xué)學(xué)報(bào)(社會(huì)科學(xué)版) , 2001, (3).</p><p>　　[ 2 ] 付艷榮. 民營(yíng)企業(yè)人才流失與人本管理[ J ].人才瞭望, 2003, (2).</p><p>　　[ 3 ] 劉學(xué)平. 談構(gòu)筑民營(yíng)企業(yè)激勵(lì)機(jī)制避免人才流失[ J ]. 遼寧經(jīng)濟(jì), 2003, (9).</p><p>　　[ 4 ] 鄭