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论文编号：	493
作者编号：	2120062326
上传时间：	2009/1/6 8:33:51
中文题目：	基于员工留用的企业文化建设研究
英文题目：	The Study of Enterprise Cultur
指导老师：	张立富
中文关键字：	企业文化;员工流失;员工留用
英文关键字：	Enterprise Culture;Staff Drain
中文摘要：	中文摘要 在现今社会，企业人才流失已经成为相当普遍的现象，并且已经成为了企业急于解决的棘手问题。在经济变化和企业发展的背景下，员工流失的现象逐渐被注入了新的涵义。越来越多的员工已不再单纯是为了收入的问题而离开公司。更好的工作氛围、更融洽的人际关系、更开明的领导、更大的个人发展空间、更良好的企业文化都已成为一个企业吸引员工的魅力所在。而在这种人才流失及多方因素的压力之下，企业之间的竞争也越来越表现为文化的竞争，企业文化对企业的生存和发展所起到的作用越来越大，逐渐成为企业的核心竞争力和决定企业兴衰的关键因素之一。 本文在第一章中介绍了论文写作的背景和目的，论文的研究思路和研究方法以及论文的结构。 本文在第二章中首先阐述了企业文化的内涵和相关理论，包括企业文化的涵义、企业文化的产生、企业文化的发展轨迹、企业文化的内容、企业文化的特性、企业文化的结构和企业文化的功能。分析研究了有关企业文化的研究模型的内容和应用，如“Z理论”、丹尼尔森组织文化模型和麦肯锡7S管理模型。同时，对员工流失的感知理论模型加以分析。并针对员工流失对企业造成的影响进行阐述。其中，正面影响包括改进绩效果、创新能力的提高、灵活性和适应性的提高和流失的员工可以成为财富等四个方面；负面影响包括显性成本和隐性成本两个方面。 在明确了企业文化和员工的流失与留用的相关理论之后，本文在第三章中以企业文化的角度来分析影响员工流失与留用的因素及它们之间的相互作用。首先从五个方面分析了企业文化与员工之间的相互作用：导向作用、约束作用、凝聚作用、激励作用和辐射作用。企业文化对员工起着引导作用，而员工也对企业文化的改进和完善起到促进作用。同时指出企业文化作用于员工流失的各种因素表现在企业文化的参与性和企业文化的一致性两个方面。参与性主要表现在授权、团队导向和能力发展三个方面；一致性主要表现在核心价值观、配合和协调与整合三个方面。说明了员工个人价值观与企业文化不匹配、在公司里没有归属感、员工碰到困难得不到公司关心、公司或部门缺乏凝聚力与合作精神、企业过分重视论资排辈都会使企业失去优秀的员工。最后阐明了企业文化四层次对员工保留的激励作用，主要表现在：精神文化层的激励作用，制度文化层的激励作用，行为文化层的激励作用和物质文化层的激励作用。 在充分肯定了企业文化与员工留用之间的关系之后，本文在第四章中针对飞思卡尔公司天津封装测试厂展开案例分析。飞思卡尔作为原摩托罗拉的半导体事业部，2004年进行全球战略性拆分，后更名为飞思卡尔。飞思卡尔公司不但继承了摩托罗拉优良的企业文化传统，而且根据自身的特点融入了新的企业文化元素，建立的符合自身特色的企业文化体系，具有一定的分析价值和意义。首先陈述了公司背景，公司组织结构，公司在职人员构成以及飞思卡尔天津封装测试厂2007年离职情况与业界总体水平的比较。然后阐述了飞思卡尔企业文化建设的七项立身之本，即企业的核心文化价值观：创新、客户至上、速度、无瑕道德规范、卓越人才、主人翁意识和团队精神。每项立身之本都被赋予独特的意义。在衡量公司员工与企业文化的契合度方面，公司推出了企业文化与员工契合度及员工留用意愿调查。调查问卷主要从四个方面来设计：员工对公司文化的认可程度，经理层的行政能力水平，员工的参与程度以及员工留在公司工作的意愿。每个方面都有设定的目标，对达到目标的部分要继续保持和加强，对于未达到目标的部分将制定出修改方案加以完善。最后公司以调查问卷分析的结果为依据，制定完善企业文化保留员工的措施：从特殊的绩效评估表，员工内部推荐等措施来加强企业文化与员工的契合度；通过开放式办公和培训的方式来加强经理层的行政能力水平；通过强化沟通和加强团队建设来激励员工积极参与公司的决策等。 经过案例分析之后，本文在第五章中提出了基于员工留用的企业文化建设的若干建议。首先要从提高员工与企业文化的匹配程度和加强员工的归属感、提高员工忠诚度等角度来加强企业文化的建设。提高员工与企业文化的匹配程度需要注意：了解员工现状、注重员工参与；建立与企业文化相一致的制度；通过沟通达到企业与员工的一致；通过奖惩强化企业文化。而加强员工的归属感、提高员工忠诚度需要注意：建立合理的人力资源制度和建立有效的团队合作。同时，还要加强企业文化的物质文化层、行为文化层、制度文化层和精神文化层的建设来推动企业文化的建设。四个层次不可分割与独立，彼此相辅相成，协调与一致。最后，为了保障企业文化的执行，还需要从领导力、制度力、推动力、传播力和行动力等五个方面来巩固。 最后，本文在第六章中对论文做出总结与归纳，得出研究结论。 关键词：企业文化 员工流失 员工留用
英文摘要：	Abstract Nowadays, staff drainage phenomena have become very common, and enterprises had regarded it as a very critical problem. Under the background of the changing economy and enterprises development, there has been a new meaning gradually added into the concept of staff drainage. More and more employees who resign from the company not only for the consideration of salary, but also for better working atmosphere, friendly people relationship, wiser leader, opportunities for individual development and excellent enterprise culture. Under the pressure from talent flow and other factors, the competition among enterprises have become to a trend of culture competition. Enterprise culture plays a very important role in enterprises and affects enterprises’ survival and development. And it has already become the core competitiveness and the key factor to succeed. There are total 6 chapters in this thesis. In the first chapter, this thesis introduces the background and intention, study scope, method and structure. In the second chapter, first of all, this thesis studies the concepts and theories relative to enterprise culture, such as the concept of enterprise culture, the generation of enterprise culture, the development track of enterprise culture, the contents of enterprise culture, the characteristic of enterprise culture, the structure of enterprise culture and the function of enterprise culture. It studies the theory models of enterprise culture, including “Z theory”, Daniel. Denison Organization Culture Model of Organizational Culture and 7S McKinsey Management Model. At the same time, analyze the Apperception Model for Staff Drainage. And than the influences on the enterprises caused by staff drainage is stressed. The influences are divided into two aspects. The positive influence includes performance improvement, creativity skills improvement, flexibility and adaptability improvement, retired employees could become the wealth. The negative influence includes visible cost and recessive cost. After defines the relative concepts and theories of enterprise culture and staff drainage and reservation, there will be the third chapter about the factors which will affect on staff drainage from the enterprise culture point of view. First of all analyze the interaction between enterprise culture and employees from five aspects: guide line, constraint, cohesion, encouraging and radialization. And then point out enterprise culture will affect on staff drainage from the participation of enterprise culture and consistency of enterprise culture. Participation includes authority, team work and ability development; the consistency includes core value, coordination and cooperation. This indicates the factors which will result in staff drainage, such as dismatching between personal value and enterprise culture, feel less adscription, company does not care employees, lack of the power of cohesion and cooperation, complicated relationship, and so on. At last clarifies enterprise culture will encourage employee to stay through four dimensions: spirit culture dimension, system culture dimension, behavior culture dimension and substance culture dimension. After affirmed the relationship between enterprise culture and staff retention, this thesis will take Freescale Tianjin factory as a case study. As the semiconductor sector of Motorola, Freescale finished global strategic spin-off from Motorola. Freescale not only inherited Motorola’s excellent enterprise culture, but also added new elements to set up special enterprise culture system, this is very valuable for the analysis. First of all, introduces Freescale background, organization chart, staff collocation and employee demission status comparison with other companies inner the industry. And then, describes the seven fundamentals as core values including Innovation, Speed, Customer Focus, Ownership, Impeccable Ethics, Collaboration and Great Talent. To measure the match degree between employees and enterprise culture and how employee intends to stay in company, Freescale works out a set of questionnaires. Four aspects are included in the questionnaires: alignment to the Freescale Fundamentals, manager effectiveness, engagement indicator and retention indicator. There are the setting goals for each aspects, the company will keep the aspects if reaches the goal and set down the modification scenarios if misses the goal. Freescale will take series of actions to develop enterprise culture to remain employees according to the result of questionnaires. The actions include special performance management, inner job opportunities, open door policy, train the high level managers, smooth communication and team building. Through the case study, in the fifth chapter, this thesis put forward several suggestions about the enterprise culture construction to remain employees. First of all, need to improve the matching between employees and enterprise culture to strengthen employees’ ascription feelings and loyalty to company. To improve the matching between employees and enterprise culture, a company must understand employees’ thoughts, pay attention to employees’ participation and establish the accordant policies. To strengthen employees’ ascription feelings and loyalty to company, a company must establish reasonable human resource system and build effective team. At the same time, also need to focus on the construction of substance dimension, behavior culture dimension, system culture dimension and spirit culture dimension to push the development of enterprise culture. These four dimensions can not be separated. At last, to make sure the implementation of enterprise culture construction, the leadership, systematic force, impetus, promulgating force and action force will also be emphasized. At the end of this thesis, a summary and conclusion is studied in the sixth chapter. Key Words: Enterprise Culture; Staff Drainage; Staff Retention
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