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2012.5.8Private enterprises and the reasons forwastage control measures（Rong Zhang Beijing Jiaotong University College of economic managementBeijing ） The use of a pick to the energy level corresponding human resources management, systems dynamics, objectives and principles inspiring on Chinas accession to the WTO, private enterprises will be increasing competition among professionals. In 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 enterprises wastage governance strategies. Private enterprises Brain drain analysis wastage control measures 2004, the private economy, to be engraved in the memory of many people. 911% of the GDP achieved spectacular growth, including the promotion of the private economy in Chinas economic development is the most dynamic force one. 100 strong private enterprises listed 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.But with the development of private 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 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 optimistic. In the face of increasingly fierce competition and complex situation, particularly Chinas WTO accession, many are relying on the original bold, or the tradition of hard work advocate private entrepreneurs have felt on its own strength, has been insufficient to meet the current operating conditions. Therefore, most private enterprises have realized the importance of talent, and was willing to use high salaries to recruit capable enterprises. However, most private enterprises overall human resources management concept is very weak, strokes, personnel, procedures and the work of keeping talent such as transport mechanisms have done considerable. Resulting in the introduction of talent very difficult, are unable to retain and attract talent.Private enterprises wastage reason analysis1. Private enterprises chaotic internal management, inadequate internal management system, the lack of basic 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 work, 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 attach importance to non-compliance or even do things blindly pursuing too straightforward, small-scale work or before the old habits, some distance away from the modern enterprise management system far. Especially enterprises pay performance appraisal system is not perfect and seriously affect the value of key personnel. For example : a company of the original family management in wages, welfare, treatment, family members than outsiders to be high, although these people management, production, marketing, and a series of performance are not as outsiders, and family members to prevent personal interests strongly outsiders, leading to the key personnel of enterprises because of the lack of recognition switch.2. Dissatisfied 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 personal 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 enthusiasm for its work, a lack of interest, no novelty, the lack of challenge, lack of personal achievement3. No advanced enterprise culture. Enterprise culture is the long-term interaction in the process of enterprise employees formed interpersonal paradigm, 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 personnel in private enterprises which often feel their personal and professional views were not respected, and feelings of depression; There are ways in the management, they tend to subordinate capacity distrust, not authorized or mandated inadequate, as was a key talent tied, the operator can only be done, One can imagine the feeling. Once again, staff at the top of the corporate culture of communication restrictions, leading to the emergence of the communication gap between the employees and can not form a unified paradigm or values, not to mention the formation of the characteristics of this business enterprise culture.4. Individual career considerations. When employees feel that they 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 demands, 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 not met, people often thought away. Young high knowledge groups, and higher skills is the main enterprise or mobile workforce crowd.Private enterprises wastage control measuresToday the survival of an increasingly competitive private enterprises, and the modern enterprise competition is the core talent competition. 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 corresponding measures, not only to cure both the symptoms and the cause. Then based on how governance wastage reasons? What is the response? I think the following control measures should be undertaken to improve the employment mechanism.1. Establishing a modern enterprise system, improve corporate 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 clearly 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 ownership, and property rights means that the company structure and levels. But my private enterprises in equity capital, a strong three fate of the blood, kinship and geographic nature, which makes Chinas private enterprises in the main title with strong patriarchal nature, it is also hindered Chinese private enterprises to establish modern enterprise system, establishing scientific and effective decision-making and management mechanisms important factors. We have a sizeable private enterprises ostensibly limited liability company, and in fact the owners of enterprises, is phenomenon of one stock dominance, is a boss who say, the rest are dead. But my private enterprises and the introduction of a universal system of agents, which led to the emergence of enterprise governance structure, because in those enterprises boss at the same time enterprise operators enterprises, enterprise ownership and control are one and not the so-called corporate governance structure. So we re-establish and improve the corporate governance structure of private enterprises, in the corporate governance structure of the modern enterprise premise of private enterprises own characteristics make the necessary adjustments. Scientific division 3 and the main interests of all the rights and responsibilities of the perfect mechanism of checks and balances between the interests of the principal. This avoided as a result of the exercise of the right of unfettered worst outcome from happening, avoid greater efficiency losses; And the introduction of independent outside directors and bring into full play the role of expert advice of independent directors.2. 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 links 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, ability and quality, as well as individuals to enterprise systems value judgement and acceptability. If employees can better integrate into the work, into the enterprise, at least the new staff turnover can significantly lower the relative cost will be reduced recruitment. Enterprises should intensify recruitment investment, the structure can be used standardized interview, quality testing and evaluation center for modern and effective means to ensure the letter degrees. The second is a pay and benefits management. Enterprises lost wages difference is one of the major reasons why employees, According to a survey, in the causes of brain drain in the first place is not high wages, or about 68% wastage. Pay has inspired not only a function of health functions, in addition to meeting the necessary staff or staff living embodiment of self-worth. Sound reasonable remuneration should meet their public Ping Xing, competitiveness and stimulating that enterprises have attractive remuneration standards, the gap was due to internal reflected by the combination of distribution according to work and the distribution of contributions to ensure that remuneration horizontal, vertical equity. Third, a staff development and career planning. Professional development for staff planning, divided by individual performance-based, but also integrated into the staff skills and ethical standards; Staff development and career planning; For different age groups use different staff career development strategy; Career development and training programmes coordinated plan; Necessary to revise career plans. Staff career management should also extend to : staff health concerns; Help handle the contradictions of life and work; Some staff re-employment and to help improve the retirement plan, and so on.3. A people-oriented, enterprise employees first management culture. Respect for staff, the main emphasis of the staff, the staffs self-interest is the realization of a humanistic management practices, as well as the management and control of wastage provides the most effective ideological 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 management culture. Enterprise culture is shaping the behaviour of soft tool, the enterprise culture is the core issue of values. 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, competition among enterprises is that the competition between talent in todays competitive society, those who have the talent, will have to contend opponents of capital. Modern enterprise management, one of the most important features is the emphasis on the role that people-oriented management thinking. People-oriented management thinking, not simply to an individual or a certain group of people, but to staff, customers and the general public of this three organic integrate fully into between enterprises in the location, rather than simple material to encourage this, nor is simple to care for caring for, but in shaping a person, fostering people-oriented, both parents to provide development opportunities and to cultivate useful to the enterprise; is not a short-term emphasis on people-oriented, but long-term implementation of respect for people. From the beginning of the rule of man to the evolution of rule of law and then to people of the management to staff in an imperceptible to the receiving enterprise, the enterprise itself, and maintaining the enterprise.In order to fundamentally solve the problem of wastage of private enterprises, the need for an analysis of the 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 enterprise 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 volume. Enterprise talent management to a strategic height, and staff to enhance their positive and proactive response to changes in the market capacity to ensure the survival and development of enterprises and their employees, and eventually achieve a win-win.references :1 Jinjuan. Private enterprises brain drain phenomenon analysis J. Beijing Post University Journal (Social Science Edition), 2001 (3). 2 Fu Yan-wing. The brain drain of people with private enterprise management J. Talent observation, 2003, (2). 3 Liu Ping school. Tan build private enterprises and incentive mechanism to avoid the flow of talent Missing J. Liaoning economy, 2003, (9). 4 Zhengzhenyu. Private enterprises wastage reasons dialysis and responses J. Chinas private economy and technology, 2003, (8). 5 Hu, Jiangjingli. Private enterprises and the causes of brain drain in For J. Enterprise economy, 2004, (3).民营企业人才流失的原因及治理对策 【摘要】本文采用人力资源管理的能级对应、系统动力、目标激励等原理, 阐述我国加入WTO后, 民营企业间人才的竞争将越演越烈。针对目前一些民营企业人才外流、高素质人才招聘困难等现状, 笔者进行了详细的分析和探讨, 并结合民营企业人才流失现状提出治理对策研究。【关键词】民企 人才流失 分析治理对策2004年, 对于民营经济而言, 注定会刻在许多人的记忆里。GDP实现了911%的惊人增长, 其中, 民营经济是推动中国经济发展最活跃的力量一。“民营上市企业100强”营收规模增长了16106% , 净利润增长36164% ,净资产收益率达到12154% , 均刷新了有史以来的最好成绩。但是随着民营企业的发展, 许多发展中的问题逐步暴露出来, 如企业老板由于环境、文化等原因, 造成企业运作不规范, 内部管理一片混乱; 对企业未来的发展缺乏长远规划; 任人为亲、处处提防, 对人才缺乏吸引力特别是人力资源管理方面的现状, 实在不容乐观。面对日趋激烈和复杂的竞争形势, 特别是我国加入WTO, 当初很多都是依靠“胆大”、或者“吃苦耐劳”起家的民营企业家们, 已经感到单凭自己的力量, 已经不足以应对目前的经营状况。于是, 大部分民营企业已经意识到了人才的重要性, 也很愿意用高薪聘请能人来企业工作。但是, 大部分的民营企业人力资源管理的整体观念非常薄弱, 招人、用人、留人等方面的工作程序和运做机制均有相当的问题。从而造成人才的引进非常困难, 引进人才也留不住。民营企业人才流失原因分析1.民营企业内部管理混乱, 内部管理制度不完善,缺乏基本的制度, 组织结构不合理, 企业管理“人治”为主。导致员工无所适从, 不知道应该怎么做才符合企业的要求。由于没有明确的工作标准, 员工即使努力工作, 也难以获得认可。企业管理许多事主要还是人治,缺少成文的制度规范。或者即使有了部分规范, 但实际上大家都不重视甚至不遵守, 做事情一味过于讲求简单直接, 工作还是以前小规模时的老习惯, 离现代企业管理制度距离有点远。尤其是企业的薪酬绩效考核制度不健全, 严重影响关键人才价值的体现。举例: 有一公司实行原始的家族式管理, 在工资、福利、待遇等方面,家族成员总比外人要高, 尽管这些人的管理、生产、销售等一系列业绩都不如外人, 并且家族成员为了个人利益极力排挤外人, 从而导致企业关键人才由于得不到承认而跳槽。2.对工作环境不满意也是造成人才流失的主要原因之一。首先是工作氛围不满意, 人员之间缺乏交流沟通,缺乏和谐的工作氛围。老板个人的权威太高, 根本不重视员工的个人见解, 员工个人工作业绩得不到肯定, 产生了一种失落感。其次对自己的工作不满意, 如对工作的目标和任务不清楚, 对自己承担的工作失去热情、缺乏兴趣, 无新鲜感, 缺乏挑战性, 缺乏个人成就感。3.没有先进的企业文化。企业文化是在企业员工长期的相互交往过程中形成的人际交往范式、价值观体系,而且它一定是与企业经营绩效挂钩, 有助于企业的成长才被认可的。但是在一些民营企业内部个人权威主义太重, 永远是老板说了算, 关键人才往往感觉到在民营企业里面自己的人格和专业意见得不到尊重, 心情压抑;还有在管理方式上, 往往对下属能力不信任, 不授权或授权不足, 关键人才像被上了绑一样, 只能做执行者,感受可想而知。再次, 在员工的上下沟通上由于企业文化的限制, 导致员工之间的沟通出现鸿沟, 不能形成统一的范式或价值观, 更不用说形成有本企业特色的企业文化了。4.对个人职业生涯的考虑。当员工在企业中感到自己有合适的工作, 最能发挥自己的作用的时候, 往往是工作最稳定, 最有效率的时候。但随着企业的发展, 个人贡献率的提高, 员工对企业会有新的需求, 如对薪酬的需求、职务和职位的需求、技术技能提升的需求、荣誉的需求等, 如果企业对员工的合理需求不闻不问, 员工的需求得不到满足, 往往会人心思走。年轻的高知识人群, 以及有较高技能的人员则是企业或行业人才流动的主体人群。民营企业人才流失治理对策如今民营企业的生存竞争越来越激烈, 而现代企业的竞争, 核心是人才的竞争。企业要发展, 关键靠人才,企业要留住人才, 必须在用人机制、体制上做较大的调整。要针对人才流失的原因, 制定相应措施, 不仅要治标, 更要治本。那么基于人才流失的种种原因如何治理呢, 有什么样的对策呢? 我觉得治理对策应从以下几方面来着手完善用人机制。1.建立现代企业制度, 完善公司治理治理结构。现代企业制度的典型特征是: 产权明晰, 权责明确。但长期以来, 大家都认为, 民营企业产权是明晰的, 从而导致了许多人没有认识到民营企业中也存在有产权问题,产权明晰的概念不仅意味着企业所有权的归属, 同时,产权意味着公司的结构和层次。但我国民营企业资本在产权上带有强烈的“三缘”性, 即血缘、亲缘和地缘性, 这使得中国的民营企业产权在主体上具有浓厚的宗法性, 它也是阻碍中国民营企业建立现代企业制度、确立科学有效的决策和管理机制的重要因素。我国有相当多的民营企业表面上是有限责任公司, 而实际上是业主制企业, 是一股独大, 实际上是老板一个人说了算, 其他都是形同虚设。但我国民营企业又普遍实行委托代理制度, 这导致了企业治理结构问题的出现, 因为在那些企业老板同时又是企业经营者的企业里, 企业所有权和控制权是一体的,