外文文献翻译民营企业人才流失的原因及治理对策.docx
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外文文献翻译民营企业人才流失的原因及治理对策.docx
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外文文献翻译民营企业人才流失的原因及治理对策
中文3580字
毕业论文英文翻译
学生姓名:
学生学号:
专业班级:
指导教师:
管理学院
2012.5.8
Privateenterprisesandthereasonsfor
wastagecontrolmeasures
(RongZhangBeijingJiaotongUniversityCollegeofeconomicmanagement
Beijing100044)
2004,theprivateeconomy,tobeengravedinthememoryofmanypeople.911%oftheGDPachievedspectaculargrowth,includingthepromotionoftheprivateeconomyinChina'seconomicdevelopmentisthemostdynamicforceone."100strongprivateenterpriseslisted"revenuesgrewby16,106%scale,36.164thousand%netprofitgrowth,netassetsyieldreached12,154%,arethebestinthehistoryoftheregenerationachievements.
Butwiththedevelopmentofprivateenterprises,manyofthedevelopmentproblemsgraduallyexposed,suchasbusinessownersasaresultofenvironmental,culturalandotherfactors,businessoperationshavenotbeenregulated,andinternalmanagementchaos;Forthefuturedevelopmentofenterpriseslacklong-termplanning;Submissivetothepro-andeverywherebewareoftalentunattractive⋯⋯particularlyintheareaofhumanresourcesmanagementstatus,Itisnotoptimistic.Inthefaceofincreasinglyfiercecompetitionandcomplexsituation,particularlyChina'sWTOaccession,manyarerelyingontheoriginal"bold",or"thetraditionofhardwork"advocateprivateentrepreneurshavefeltonitsownstrength,hasbeeninsufficienttomeetthecurrentoperatingconditions.Therefore,mostprivateenterpriseshaverealizedtheimportanceoftalent,andwaswillingtousehighsalariestorecruitcapableenterprises.However,mostprivateenterprisesoverallhumanresourcesmanagementconceptisveryweak,strokes,personnel,proceduresandtheworkofkeepingtalentsuchastransportmechanismshavedoneconsiderable.Resultingintheintroductionoftalentverydifficult,areunabletoretainandattracttalent.
Privateenterpriseswastagereasonanalysis
1.Privateenterpriseschaoticinternalmanagement,inadequateinternalmanagementsystem,thelackofbasicsystems,irrationalstructure,themanagementofenterprises,"people"-oriented.Tothestaffataloss,notknowingwhattodotomeetthebusinessrequirements.Intheabsenceofclearcriteriaforthework,eveniftheemployeesworkhardandgetrecognition.Enterprisemanagementmainlypeoplemanythings,thelackofwrittensystemnorms.Orevenwithsomenorms,butinfactwedonotattachimportancetonon-complianceorevendothingsblindlypursuingtoostraightforward,small-scaleworkorbeforetheoldhabits,somedistanceawayfromthemodernenterprisemanagementsystemfar.Especiallyenterprisespayperformanceappraisalsystemisnotperfectandseriouslyaffectthevalueofkeypersonnel.Forexample:
acompanyoftheoriginalfamilymanagementinwages,welfare,treatment,familymembersthanoutsiderstobehigh,althoughthesepeoplemanagement,production,marketing,andaseriesofperformancearenotasoutsiders,andfamilymemberstopreventpersonalinterestsstronglyoutsiders,leadingtothekeypersonnelofenterprisesbecauseofthelackofrecognitionswitch.
2.Dissatisfiedwiththeworkingenvironmentisoneofthemaincausesofbraindrain.Thefirstisnotsatisfiedwiththeworkatmosphere,thelackofcommunicationbetweenstaff,thelackofharmoniousworkingatmosphere.Bosspersonalauthorityistoohigh,nopersonalopiniontothestaff,individualstaffperformancenotsure,haveafeeling.Nexttotheirworkwith,suchastheobjectivesandtasksoftheworkisnotclear,thelossofenthusiasmforitswork,alackofinterest,nonovelty,thelackofchallenge,lackofpersonalachievement
3.Noadvancedenterpriseculture.Enterprisecultureisthelong-terminteractionintheprocessofenterpriseemployeesformedinterpersonalparadigm,valuesystems,anditmustbelinkedwithbusinessperformance,helpbusinessesgrowwasrecognized.Butsomeprivateenterprisesintheinternalpersonalauthority,too,willalwaysbethebossalone,thekeypersonnelinprivateenterpriseswhichoftenfeeltheirpersonalandprofessionalviewswerenotrespected,andfeelingsofdepression;Therearewaysinthemanagement,theytendtosubordinatecapacitydistrust,notauthorizedormandatedinadequate,aswasakeytalenttied,theoperatorcanonlybedone,Onecanimaginethefeeling.Onceagain,staffatthetopofthecorporatecultureofcommunicationrestrictions,leadingtotheemergenceofthecommunicationgapbetweentheemployeesandcannotformaunifiedparadigmorvalues,nottomentiontheformationofthecharacteristicsofthisbusinessenterpriseculture.
4.Individualcareerconsiderations.Whenemployeesfeelthattheyareappropriateinenterprisesworkbestplayitsrole,workisoftenthemoststable,efficienttime.However,asenterprisedevelopment,personalcontributionrateincrease,theenterprisewillhavetostaffthenewdemands,suchasthedemandforpay,dutiesandpositionsdemand,technicalskillsupgradingneeds,theneedsofhonor,ifenterprisestoreasonablerequirementsofthestaffdonotcareabouttheneedsofstaffarenotmet,peopleoftenthoughtaway.Younghighknowledgegroups,andhigherskillsisthemainenterpriseormobileworkforcecrowd.
Privateenterpriseswastagecontrolmeasures
Todaythesurvivalofanincreasinglycompetitiveprivateenterprises,andthemodernenterprisecompetitionisthecoretalentcompetition.Enterprisedevelopment,andkeypersonnelfromenterprisestoretaintalent,itisessentialintheemploymentmechanism,sothelargerinstitutionaladjustment.Toaddressthecausesofbraindraintoformulatecorrespondingmeasures,notonlytocureboththesymptomsandthecause.Thenbasedonhowgovernancewastagereasons?
Whatistheresponse?
Ithinkthefollowingcontrolmeasuresshouldbeundertakentoimprovetheemploymentmechanism.
1.Establishingamodernenterprisesystem,improvecorporategovernancemanagementstructure.Isthetypicalcharacteristicofthemodernenterprisesystem:
propertyrightsandresponsibilitiesclear.However,foralongtime,everyonebelievesthatpropertyrightsareclearlyprivateenterprises,leadingtomanypeopledidnotrecognizetheexistenceofprivateenterprisesisalsotheissueofpropertyrights,propertyrightsmeansnotonlytheconceptofownershipofenterpriseownership,andpropertyrightsmeansthatthecompanystructureandlevels.Butmyprivateenterprisesinequitycapital,astrong"threefate"oftheblood,kinshipandgeographicnature,whichmakesChina'sprivateenterprisesinthemaintitlewithstrongpatriarchalnature,itisalsohinderedChineseprivateenterprisestoestablishmodernenterprisesystem,establishingscientificandeffectivedecision-makingandmanagementmechanismsimportantfactors.Wehaveasizeableprivateenterprisesostensiblylimitedliabilitycompany,andinfacttheownersofenterprises,isphenomenonofonestockdominance,isabosswhosay,therestaredead.Butmyprivateenterprisesandtheintroductionofauniversalsystemofagents,whichledtotheemergenceofenterprisegovernancestructure,becauseinthoseenterprisesbossatthesametimeenterpriseoperatorsenterprises,enterpriseownershipandcontrolareoneandnottheso-calledcorporategovernancestructure.Sowere-establishandimprovethecorporategovernancestructureofprivateenterprises,inthecorporategovernancestructureofthemodernenterprisepremiseofprivateenterprisesowncharacteristicsmakethenecessaryadjustments.Scientificdivision"3"andthemaininterestsofalltherightsandresponsibilitiesoftheperfectmechanismofchecksandbalancesbetweentheinterestsoftheprincipal.Thisavoidedasaresultoftheexerciseoftherightofunfetteredworstoutcomefromhappening,avoidgreaterefficiencylosses;Andtheintroductionofindependentoutsidedirectorsandbringintofullplaytheroleofexpertadviceofindependentdirectors.
2.Strengthenenterprisehumanresourcesmanagementfunctionsconstruction.First,alinktothemanagementandcontrolofstaff.Staffintotherecruitment,selectionandhiringoftheselinksprovideenterpriseswithasignificantlossofcontroloverstafftheopportunitytostaffandbusinessenterprisesisa"matching"process,includingtherequirementsofthepost,andindividualattitudes,abilityandquality,aswellasindividualstoenterprisesystemsvaluejudgementandacceptability.Ifemployeescanbetterintegrateintothework,intotheenterprise,atleastthenewstaffturnovercansignificantlylowertherelativecostwillbereducedrecruitment.Enterprisesshouldintensifyrecruitmentinvestment,thestructurecanbeusedstandardizedinterview,qualitytestingandevaluationcenterformodernandeffectivemeanstoensuretheletterdegrees.Thesecondisapayandbenefitsmanagement.Enterpriseslostwagesdifferenceisoneofthemajorreasonswhyemployees,Accordingtoasurvey,inthecausesofbraindraininthefirstplaceisnothighwages,orabout68%wastage.Payhasinspirednotonlyafunctionofhealthfunctions,inadditiontomeetingthenecessarystafforstafflivingembodimentof
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