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论文编号：	2850
作者编号：	2120082453
上传时间：	2010/12/9 22:43:13
中文题目：	日资FT公司员工关系管理改进研究
英文题目：	Research on the Iimprovement of Employee Relations Managemen For FT company
指导老师：	李新建
中文关键字：	员工关系;日资企业;沟通管理;劳资协调
英文关键字：	employee relations;Japanese companies;communication management;abour coordination
中文摘要：	员工关系是组织中由于雇佣行为而产生的关系，其本质是劳资双方合作与冲突的总和。良好的员工关系是企业留住人才、持续发展的必要条件，因此，员工关系管理在人力资源管理领域中占据重要地位。员工关系的好坏，除了受一定社会中经济、技术、政策、法律制度和社会文化背景的影响外，主要取决于企业内部管理方与员工方之间的利益与情感博弈。对于企业而言，做好员工关系管理，让和谐稳定的员工关系为企业的发展服务是永恒的期望。同时，融洽的企业氛围、正面的员工口碑也可为企业赢得良好的社会声誉，提升企业形象。实践说明，良好的员工关系不仅帮助企业赢得人才、留住人才、更可使企业的管理和业务运作效率大幅提升，进而实现经济效益。 研究表明，一个真正强大的年轻企业，仅仅有丰厚的资产，一流的技术和设备是远远不够的，因为任何工艺和技术都有它的生命周期。如果企业单纯依赖某种技术和产品而生存的话，一旦原有的技术被新的技术替代后，企业就会面临淘汰的危险。即使采用先进的管理模式，离开了员工的配合与支持，也是实施不了的，任何一种制度，甚至法律都有它的局限性，空白点，都需要有柔性的东西去调整和补充，这就是人的因素。作为实力雄厚的企业，它可以引进高素质的人才，但人才也需要有好的环境才能发挥作用，这个好的环境中，必然包括和谐的员工关系。 都说某个时代人才辈出，一方水土养一方人，强调的就是环境的作用，企业如果想留住人才，培养人才，发现人才就应充分重视建立良好的人文环境，一种充满关爱的员工关系，势必会为企业的发展注入强大的活力。 当今震惊社会的富士康连跳事件，受到政府和人民群众的空前关注，什么样的员工关系才能营造出良好和谐的人文环境，才能使劳动者从思考上，组织上形成一种凝聚力，与企业同心同德的实现经营目标，摆在了每一个企业面前。在思想多元的今天，员工早已不是庞大流水线上的一个工具，他们不只是追求金钱，他们要追求公平与公正，追求对企业的归属感，追求工友之间的友情，追求工作中的快乐，更要追求认可和尊重，一旦这些精神需求得不到满足，必定会产生不满情绪，轻者会使员工陷入一种“人际荒漠”的状态，严重时会对资方产生抵触情绪。不良情绪如无法释放，积累到一定程度还会发生极端事件。欧洲国家目前石油工人的罢工，有一定的原因就是劳资关系的矛盾冲突。 当前在中国境内投资发展的外资企业，由于两国文化不同，在工作思路和管理理念等方面往往存在较大差异，企业外籍管理者与本地员工之间更是在诸多方面难以统一认识，容易产生彼此间的分歧、冲突，而这种矛盾如果处理不当，不但严重影响企业的正常运营和发展，也可能对员工的切身利益造成损失。 作为外资企业中具有鲜明本国文化特点的日资企业，其管理风格和管理方式都带有浓厚的日本特色，如终身雇佣、年功序列等。不可否认，这种“日本式”的管理在日本本国获得相当大的成功，曾为日本从战后迅速崛起跻身经济强国立下汗马功劳。但进入中国后，这些管理方式是否符合中国员工的传统习惯，又是否能被中国员工充分理解并切实实施，以及是否能在中国员工的身上取得预期效果都是值得探讨的问题。因此，在充分了解中国员工的思想特点和劳动习惯的前提下，分析中国境内企业在管理上存在的问题，采用合适的管理理论和管理方法加以改进，是实现企业跨文化管理，消除管理方与员工方矛盾的重点。 FT公司员工曾因劳动环境问题向职能部门提出改进要求，这本是生产企业中很平常的一件事，但因为沟通机制缺失，员工对向上反映情况的程序不清楚，恰好主管部门负责人与员工关系不很融洽，造成问题未能解决，使员工情绪冲动，把矛头指向高层管理者，并在行动上影响生产的正常进行。更为严重的是，员工对企业的依靠和信赖程度也随之减弱。由此可见，员工关系和劳资关系式一种互为交叉，互为依存的关系，你中有我，我中有你，没有良好的员工关系，劳资关系也不会和谐 基于上述认识，本文以员工关系理论为理论基础，以日资FT公司为研究对象，在宏观层面上，对当前中国背景下的日资企业员工关系状况进行了详细的介绍，对FT公司员工关系现状的影响因素进行了分析阐述；在微观层面上，以公司实际案例为出发点，通过员工问卷调查，并结合员工关系管理理论深入入分析了FT公司员工在劳动关系管理、员工沟通、员工培训等各方面的管理现状以及存在的问题，建议从改善公司与员工之间的情感关系入手，加强劳资沟通与员工参与；通过建立了劳资恳谈、劳动争议调解等制度，为员工抱怨提供倾诉及解决平台；最后，从建立员工认同的共同的企业愿景和价值观角度，更新并强调了企业文化建设；从关注员工个人成长角度，建立员工成长记录及职业生涯规划计划，加强员工的归属感和满意度。以此为FT公司的员工关系改善提供一系列可操作性较强的实用方法，从而实现FT公司稳定和谐的员工关系。 人才决定战略，战略决定发展。这早已成为人们的共识。但我们的企业能为自己优秀的管理者和优秀的技术工人提供什么样的成长土壤。我们的各类人才在土壤中能否吸取所需的养分，这是需要企业经营者认真思考的，南橘北枳，更不能让劣质土壤使人才变了味道。 本文虽以FT公司的个案为例，但也折射出众多企业中的普通现象。今后，将会针对这一普遍现象，结合多种因素作更深层的探讨。
英文摘要：	Employee relations is the behavior of the organization arising from the employment relationship, the nature of cooperation and conflict between employers and employees combined.Good employee relations is the necessary conditions for the company to retain talent and keep developing , therefore, the employee relations management in the field of human resources management occupies an important position. The quality of employee relations，besides to a certain society by economic, technical, policy, legal system and social and cultural background influence, it mainly depends on the management side and staff side compete between the interests and feelings. Make good employee relations management to get a harmonious and stable development is the eternal hope for enterprises.Meanwhile, the harmonious atmosphere , positive public praise also can help the enterprise employees to win a good social reputation, enhance corporate image. Good staff relations not only help companies gain and retain qualified personnel, but also enables the management and operations significantly improve the efficiency. Good staff relations not only help companies gain and retain qualified personnel, but also enables the management and operations so that the efficiency of company can be significantly improved. The results show that a really strong young enterprises with only a huge asset, first-class technology and equipment is not enough, because any process and technology has its life cycle. If the business rely solely on the survival of certain technologies and products, once the old technology is new technology alternative, companies will face the danger of elimination. Even the companie use the advanced management mode, if it left the cooperation and support from staff, it can not be implemented. There are limitations of any system or law. The factors companies need flexibility to adjust and supplement their shortcomings. Strong company can bring high-quality personnel, but talent also needs a good environment to play a role. This good environment is includ harmonious employee relations. The role of the environment is very large, if companies want to retain talent, training, discover talents should pay full attention to the establishment of good human environment. A caring staff relations, is bound to the development of the enterprise into a powerful vitality. The government and the unprecedented are pay more attention to Foxconn jump event nowadays. What kind of employee relations in order to create a good and harmonious human environment, to enable workers from thinking, and organization to form a cohesive and concerted efforts to achieve corporate business objectives, was placed in front of every enterprise. In the ideological diversity of today, a huge assembly line workers no longer a tool, they do not make the money, they want to pursue fairness and justice, the pursuit of a sense of belonging to the enterprise, the pursuit of friendship between the workers, the pursuit of happiness at work, more to seek recognition and respect. Once the spiritual needs are not met, the employy will be dissatisfied. If you can not release bad feelings, accumulated to a certain extent, extreme events will occur. European oil workers strike in one of the reasons is the labor conflicts. Foreign-funded enterprises in China, as cultural differences between foreign managers and local staff in the work of such ideas are often quite different. Foreign managers and local staff is difficult to identify each others in many fields, if conflict resolution is not good, it will not only seriously affect the normal operation but also make the employees losses their benefits.FT as a foreign company which has its own distinctive cultural characteristics of the Japanese company, its management style has a strong features of Japan, Such as lifetime employment, annual performance series, etc. Admittedly, this "Japanese" management had made huge success in Japan. But in China, these management arrangements whetherusefulness to meet the situation of China is a problem which worth exploring. FT employees have raised the requirements to improve the working environment, but because the lack of communication mechanism, the problem unresolved. The dissatisfaction that focus on the senior managers from staff is affect the normal production activities. Even more serious is the staff reduced their trust to business. It proves that it is an interdependent relationship between employee relations and labor relations. Without good staff relations, labor relations will not be harmonious. Based on the above understanding, this paper use the employee relations theory as the theoretical foundation and FT company as the study target. On one side , in this paper ,the current context of China employee relations at the state enterprises introduced in detail on the FT of the current relations between staff analyzed and discussed the factors; on the other side, Actual cases of companies as a starting point, through the staff survey, combined with employee relationship management theory in-depth analysis of the FT into the labor relations staff in the management, staff communication, staff training and other aspects of the management situation and the problems. This paper proposed to improve the company and employees from the emotional relationship between the start and strengthen employer-employee communication and employee involvement; earnest talk through the establishment of the labor, labor dispute mediation system to provide for staff to talk and resolve complaints platform. Finally, staff from the establishment of a common corporate identity vision and values point of view, update and emphasizes the building of enterprise culture; from a focus on individual employee growth perspective, the establishment of staff development records and career planning programs to strengthen their sense of belonging and satisfaction.As for the FT to improve the company's employee relations to provide a range of strong practical operational methods in order to achieve a stable and harmonious FT employee relations company. This has already become the consensus that personnel decision strateg and strategic decision development. But the question is our companies can provide what kind of growth environment. for their talents. Although the FT's article as an example, but also reflects the common phenomenon of many enterprises. In the future, I will combine a variety of factors for a deeper discussion.
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