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The administrative management of graduation - graduation thesis _ cover and directory(电大毕业论文范文-行政管理毕业
论文 _封面及目录)
The administrative management of graduation thesis \\_ cover and directory
The administrative management of graduation thesis \\_ cover and directory
The Open University of China, personnel training model reform and open education pilot, 09 undergraduate, administrative management class 2 professional design (Thesis)
Graduation thesis of radio and TV University of Wuhan radio and TV University
Title: reasons and Countermeasures of brain drain in state owned enterprises
Surname school, special entrance hours
Name: Luo Mingxiang: 0942101453794 industry: administrative division: 2009
Instructors and Titles: RTVU: Radio & TV University
Catalog
Abstract........................................................................... 1
words..................................................................... In...
1.................................................................. 1...... 1. Influence of state-owned enterprises the reasons of the loss of talent................................. 2...
1, the salary level is low
2, welfare lacks attraction:...
3, career planning is irrational:...
4, the overall atmosphere of the enterprise is poor
5, the prospects for enterprise development: the following:... 3, two, state-owned enterprises to attract and retain talent countermeasures: 3
1, do a good job of talent screening, the first pass, and strict recruitment, Guan:... 4
2, providing competitive remuneration package:
3, design the attractive benefits that employees need:... 5
4. Introduce career planning:... 5
5, the construction of a high-quality leadership team
6, to strengthen the construction of enterprise culture:...
7, in the management process, the enterprise grasps the initiative,...
Reasons and Countermeasures of brain drain in current state owned enterprises
Abstract: with the arrival of the knowledge-based economy, the competition of talents has gradually become the competition between enterprises and enterprises and between countries
The focus of human resources has gradually become the "first element" of the organization". As one of the main body of market competition of state-owned enterprises have also played a "talent is the first resource" slogan, however, caused by the inherent drawbacks of state-owned enterprises and
institutional issues such as serious brain drain has become the most difficult problems in human resources management of state-owned enterprises. The brain drain is that the enterprise lacks a series of incentive and restraint mechanisms. In face of the increasingly fierce competition of talents after China's entry into the WTO, the state-owned enterprises must take effective measures to avoid brain drain.
Keywords: Keywords: competition; incentive; brain drain; retain talent
Preface
Companies to bid farewell to the "shortage of goods", "capital quanqian" period, has become the era of competition for talent,
who occupies a large number of high-quality human resources, who has the initiative in the competition in economic development. But looking at the current situation of human resource utilization in state-owned enterprises, we are faced with the dilemma of frequent brain drain. Serious brain drain,
It will become the bottleneck of the smooth development of state-owned enterprises. It is an urgent task to study the causes of brain drain in state-owned enterprises and take effective measures.
I. the reasons for the brain drain in state-owned enterprises
There are many reasons for the brain drain. From the overall analysis, there are two main reasons: objective and subjective. Subjectively, Maslow's hierarchy of needs theory of human nature and the desire to pursue higher than enterprise based on available category; the main objective is the comprehensive ability of enterprise development can not keep up with the development of market economy caused by the relatively low, compared with other types of enterprises on the market, the lack of competitiveness. Specific analysis, brain drain is mainly for the following reasons:
1, low salary,
The salary level of state-owned enterprises is generally lower than that of non-state-owned enterprises, which is equivalent to the salary level of non-state-owned enterprises
50% or lower, compared with the industry, professional, lack
of competitiveness. Moreover, due to the redundancy of the state-owned enterprises and the heavy burden, the wage growth in recent years is very small, and even there is a phenomenon of pay cut. Most of the employees are dissatisfied with the salary level.
2, welfare lacks attraction,
With the housing reform and the introduction of relevant laws, regulations and policies, the welfare advantages of state-owned enterprises will gradually shrink or disappear. Moreover, with the decline in profitability, companies have even cancelled some of their former welfare policies. As a result, welfare can be changed into smaller portions of income and hence less attractive.
3, career planning is unreasonable,
First of all, the performance of new employees after the introduction of the placement, the new employee's apprenticeship is relatively long, engaged in miscellaneous work, expectations and reality gap, and easy to produce dissatisfaction. The second is training, enterprises can provide a variety of training, training opportunities, for the training of the ownership control more stringent, in training costs than small businesses, and a lot of the training form, compared with the outside world, flashy without substance, prone to falling after feeling. Third is promoted to a large extent, the state-owned enterprises, "the only pro, the only promotion according to status, only private right" phenomenon is quite serious, the lack of openness, fairness, Zhirenshanren
promotion.
The last is xuefeisuoyong in state-owned company specializing in Cross workers more attention, employees feel depressed.
4, the overall atmosphere of the enterprise is poor,
The first is the leader in quality and work style, most of the leaders in 70s are six, the thought and style of management ideas and methods, backward, attitude of thought and behavior of modern young people have rejected or even contempt, it is difficult to carry out the work among young people. The second is the management level of state-owned enterprises management before 90s style remains in a large extent, on the management of new ideas and methods to absorb very little, an old management system, job evaluation method is difficult to accept. Moreover is the enterprise culture, especially the cultural legacy of the state-owned enterprise, causing employees lax style, cohesion is weak, new and old employees harmonious degree is weak, hearsay spread quickly, many people to tattle and prate, life stress.
5, enterprise development prospects,
At present, the state-owned enterprises generally poor conditions such as: redundant personnel, management staff accounted for a total of 1/3 employees or more, but also to eliminate out; social burden, older workers; mess phenomenon is quite serious; the economic benefit is not optimistic; the reform results are not obvious, looks bleak, discouraging. The impact of brain drain in state-owned enterprises is often
negative. First, resulting in increased business costs, including recruitment, training not only reduce the production efficiency and the explicit cost also includes the enterprise prestige to reduce, low staff morale, work flow interruption, loss of intangible assets and other hidden costs. Secondly, it has negative influence on the emotion and work attitude of other staff on the job, and the opportunity or benefit of the loss of talent in the new opportunity may stimulate the loss of personnel in a wider scope.
Two, state-owned enterprises attract and retain talent countermeasures
Manpower is a kind of resource. Talent is a kind of valuable resource. The loss of talents can not be valued by simple figures. How to reduce the brain drain rate, the talent flow rate control in the positive range, to maintain the vitality of enterprises and retain the best talent, has become the human resources management in state owned enterprises, the urgent task. Specifically, the following measures can be adopted:
1, do a good job of talent screening, the first pass, strict recruitment, and do a good job of screening the first pass, strictly the recruitment pass
Personnel selection is the source for enterprises to absorb fresh blood, and also the starting point for enterprises to accumulate human capital, enhance their competitive advantages and enhance their core competitiveness. In the hiring of staff, from the strategic point of view of the continuous development of personnel in the enterprise, in order to reduce the turnover
rate of employees, played the role of the first filter. First of all, before the recruitment of staff, do a good job vacancy analysis, determine the quality of the personnel to be recruited. The need to determine the number of staff recruitment, according to the number of vacancies, the number of enterprises due to business development needs to increase personnel and certain reserve personnel (percentage of reserve personnel accounted for mainly by the staff turnover rate is determined to decide). This can prevent the recruitment of personnel to xuefeisuoyong can also prevent the phenomenon of a large number of surplus personnel. Secondly, in the recruitment process, the candidates should be frank". The recruitment of staff to candidates with true, accurate and complete the job information, so that it is possible to produce good results, employees and enterprises, so that new employees in the beginning of the enterprises to form a real impression, not to work in the future have a great sense of loss, which is the equivalent of "prevention needle". Moreover, enterprises should do relevant work during the training period for new employees from entering companies to formal posts. The company should give employees a good, positive atmosphere. For the company's situation should be introduced in detail, the work may often occur problems should be truthfully reported, and can not wait for employees to enter the work, found the problem later, to explain.
2 、 provide competitive salary,
Salary is not the only way to motivate employees, it is not the best way, but it is an important method. To achieve or higher than the average wage of the industry is the protection of
employees, can play a stabilizing role, but also to prevent staff turnover is one of the necessary conditions. First, the salary level must be externally competitive. The enterprise must understand the salary level of the market and the profession, can adopt the method of investigation, or can use the existing data resources of the National Bureau of statistics, and adjust the salary level of the enterprise according to the data obtained. Make the enterprise's salary level equal to or slightly higher than the salary level of other enterprises in the same position.
Secondly, the salary level within the enterprise is competitive. The internal compensation can vary according to the importance of position of different levels, the contribution of the enterprise size, or post to the enterprise is different, eliminate the "absolute fairness mess" type, but also must prevent due to relatively unfair evaluation error. Moreover, the art of salary payment is adopted to maximize the efficiency of salary. In the way of payment, we can break the simple payment method and adopt diversified salary. In the payment of wages should be diluted in the diversification of health factors, such as wages, allowances, social welfare, fixed mandatory unified internal welfare projects, multi strengthening incentive factors, such as: material rewards, bonuses, stock distribution etc..
3. Design the attractive benefits that employees need and the design staff needs,
A sound welfare system is important for attracting and retaining employees. Welfare project is designed well, can
bring greater convenience and satisfaction to employees, can enhance employee loyalty to enterprises, and can also enhance the reputation of enterprises in society.
State owned enterprises are better than other non state-owned enterprises in terms of hard welfare (such as pension, housing provident fund and unemployment insurance), but they are not satisfactory in soft welfare. In other words, in the soft welfare, state-owned enterprises are still relatively scarce, such as staff travel, full paid vacation, free working meals and other aspects of life, welfare is relatively small. In this regard, enterprises can take the survey to collect relevant employee preferences in benefits, according to the enterprise actual capacity to pay some or most of the staff to meet the requirements of the buffet welfare, so that employees can choose freely, so that the effect of welfare receipt may be more obvious, employee satisfaction will be great to improve. Employees feel more attractive when they compare their welfare income to those of outside firms. In the process of practice on welfare policy, should avoid "mess" type of welfare, welfare can be competitive. In the "mess" welfare under the shade avoid everyone, some benefits will make employees become behoove, they will use it as a "just right", the employees themselves do not feel special care from welfare enterprises, should have the effect will be greatly reduced. Therefore, the payment of welfare should be incentive and artistic.
4. Introduce career planning,
An important weight of retaining talents in career planning. "Not every soldier wants to be a general," he said. "Career
planning should be based on people's values, interests, career intentions, and the reality of the business. Career planning is actually a matter of orientation.
First of all, according to the company's business development, job categories and characteristics, such as post sequence settings (management, technology, etc.), in order to open the employee career development channel. Secondly, according to the actual situation of the specific staff to do the corresponding ability analysis and evaluation to determine employee development direction and development plan. When the staff into the enterprise, let him in his position in the enterprise and the way should have a general understanding, let him have a longing for the future, so as to determine the direction of his or her fate. If he chooses to stay, he will strive to position the direction of their strength and achieve the best combination of individual and enterprise, thus showing a positive and optimistic state at work.
5, the construction of a high-quality leadership team,
The ability and leadership style of managers in departments and departments are also an important factor affecting employee turnover. When employees are dissatisfied with their superiors, their tendency to flow is also greater. Therefore, it is necessary to build a management team with high management quality and high leadership charm. First of all, the middle and senior managers should have regular professional skills and management skills. But there is a potential for lack of training management personnel to strengthen the training of ability is not strong; and do not have the qualities of leadership
management were demoted or dismissed; the contusion in the management of most of subordinates' work enthusiasm, causing adverse effects management should be given serious treatment. Secondly, the leaders should be trained in comprehensive quality. As to enhance employee psychological aspects of knowledge training; how to handle the relationship between superior and subordinate, the formation of leader charisma training; how to penetration of enterprise culture training in management; how to apply the humanized management