我国民营企业人才流失危机分析与对策研究

本科生毕业设计（论文）2009届题目我国民营企业人才流失危机分析与对策研究专业工商管理学生姓名学号指导教师职称副教授合作导师职称完成时间2009年3月3日成绩A1A0A3A4A2A5A6A7A8A9A10A11A12A13A14A15A16A17A18A19A20A211本科毕业设计（论文）正文目录摘要2英文摘要2前言3一我国民营企业人才流失危机分析3（一）我国民营企业人才流失现状及特点3（二）人才流失对民营企业的严重影响51人才流失迫使企业重置人才成本52人才流失造成岗位空缺成本63人才流失严重破坏职工队伍的士气和凝聚力64人才流失给公司形象带来负面影响7二我国民营企业人才流失原因分析7（一）企业自身因素71薪酬较低及相应的福利未到位72企业内部及人才管理机制不健全83企业文化不完善8（二）员工个人因素9三我国民营企业改进人才流失的对策10（一）企业经营者必须转变自己的经营管理观念10（二）建立健全企业的人才管理机制10（三）积极营造良好的企业文化12（四）重视与人才沟通和人际关系的改善12（五）建立人才流失G20056G16698机制及G256关G19202人才G2530G3803G5223G25713（G1857）G6564G20652员工个人素G17148G1474G187113四对G9005G8755SH公司改进人才流失的G7708G1375分析13（一）公司G13984G7235及现状分析13（二）公司改进人才流失的对策15（三）公司人才流失G1260化G6940G7536分析17五G13479G7475G1683317G2454G13783文G1049818A22A23A24A25A26A27A28A29A30A31A32A33A34A35A36A37A38A39A40A41A42A432我国民营企业人才流失危机分析与对策研究A44A45A44A45A44A45A46A46A47A48A49A50A51A52A53A54A55A56A57A58A59A51A52A60A61A62A51A52A63A64A65A66A67A68A69A51A52A70A71A72A73A74A75A76A65A77A78A79A66A80A81A82A83A84A85A51A52A86A87A88A89A90A91A72A92A93A94A59A65A73A95A96A97A98A99A100A101A102A103A72A104A105A106A107A65A108A109A110A111A112A48A84A85A113A114A72A115A116A117A118A65A49A119A120A121A89A78A94A59A122A123A113A114A124A125A126A127A128A104A105A106A107A72A129A130A131A132A133A73A134A72A49A119A135A136A137A65A121A138A86A139A140A98A94A59A72A141A142A104A105A65A143A92A93A94A59A144A49A145A146A147A148A111A72A149A125A150A151A152A78A153A154A72A131A155A156A157A158A159A160A161A49A119A135A136A162A163A89A78A98A164A165A94A59A166A167A168A160A161A72A169A170A171A163A131A172A173A174A175A176A177A98A178A163A72A179A180A181A83A182A179A180A86A183A65A184A177A98A92A93A94A59A49A119A135A136A72A185A186A187A188A189A111A190A191A65A192A193A194A195A58A165A49A126A94A59A196A197A198A165A199A200A201A202A49A119A135A136A89A203A91A204A65A205A206A154A98A207A208A92A93A94A59A49A119A135A136A72A209A210A211A212A182A213A214A131A215A216A217A215A216A218A219A220A221A222A223A224A225A226A227A223A224A225A228A229A223A230A231THESTUDYOFCHINESEPRIVATEENTERPRISEBRAINDRAINCRISISANDCOUNTERMEASURESABSTRACTA232ALONGWITHTHETRANSITIONOFTHEWORLDFROMTHEINDUSTRIALECONOMYTOTHEKNOWLEDGEECONOMY,ANDTHECONSTANTIMPROVEMENTOFTHENATIONALMACROECONOMICENVIRONMENT,THEPRIVATEENTERPRISES,WHICHARETHEIMPORTANTCOMPONENTOFOURSOCIALISTMARKETECONOMY,NOTONLYFACEANEWROUNDOFTHEENORMOUSOPPORTUNITIESFORDEVELOPMENT,BUTALSOFACETHEINTENSITYOFMARKETCOMPETITIONTALENTSHAVEBECOMETHEKEYTOESTABLISHTHECOMPETITIVEADVANTAGE,ANDGRASPTHEOPPORTUNITIESFORDEVELOPMENTTHEHIGHRATEOFBRAINDRAINHASSERIOUSLYRESTRICTEDSUSTAINABLEDEVELOPMENTOFSOMECOMPANIES,BUTTHEINFERIORITYINHUMANRESOURCESOFTHEPRIVATEENTERPRISESISACTUALLYOUTSTANDINGHOWTOEFFECTIVELYSOLVETHEPROBLEMOFBRAINDRAINHASBECOMETHEHISTORICALTOPICWHICHEACHENTERPRISEHASTOSOLVEFIRST,THISPAPERELUCIDATESTHESIGNIFICANCEANDTHEEMPHASISOFTHERESEARCH,ANDSUMMARIZESTHECURRENTSITUATIONANDREVERSEEFFECTOFTHEBRAINDRAININTHEPRIVATEENTERPRISESANDTHEN,THEPAPERMAKESANANALYSISOFTHECAUSESOFTHEBRAINDRAINFROMTWODIFFERENTANGLESTHEWORKERS,THEENTERPRISESATLAST,ITGIVESTHEMANAGEMENTSTRATAGEMSANDSUGGESTIONSFORSOLVINGTHEPROBLEMOFTHEBRAINDRAINOFTHEPRIVATEENTERPRISESKEYWORDSPRIVATEENTERPRISESA233BRAINDRAINA233TALENTEDPERSONCRISISA233COUNTERMEASUREA234A235A236A237A238A239A240A241A242A243A244A245A246A247A248A249A250A251A252A253A254A2553前言改G19773G5332G6930G1209来G712民营企业G1328G1038我国G5078G3342经G8994G1025的一个重要的G5078G3342G1039G1319G712G3324国民经G8994G1025G2356G7389G17246来G17246G3835的G8616重G712G5062成G1038我国国民经G8994G2469G4649的G7044G3698G19283点G4521G6466G13491G16757G712我国的民营企业G5062G2469G4649到500G3822G987G4490G452民营经G8994G3324我国国民经G8994G5647G18339G1025G2356G42G39G51的70G451G12258G6922的60G451G1998G2487的80G712G3324G1025国经G8994G20652G17907G2469G4649的进G12255G1025G2469G6393G1114极G1866重要的G1328G11004G452G1306G1075不G2499G2554G16760G712G11458前我国民营企业面G1032的G12466G1117G19512G1114来自企业的管理G12466G1117G451G5078G3342G12466G1117G451G17176G18341G12466G1117和G6228G7427G12466G1117G3818G712G7368G3822的G4570G7171面G1032人才的G12466G1117（特G2047G7171G1025G4579民营企业）G452民营企业不G7041G1186G2520G12879人才G5078G3342G6319G6609人才的G2528G7114G712G2460G4396G3324G11540人才流失G4633G20652不G991的G5630现象G452G19555G11540我国G5078G3342经G8994的进一G8505G2469G4649G712G5078G3342机制G3324人才G17176G9316G18209置G17819G12255G1025的G1328G11004G7097G11422G3698G5390G452G1186G4451观G16294G5242G11487G712一G4462G19492G5242的人才G3324企业G19400流G2172G7171一件好事G712G1306对于具G1319企业来说G712人才队伍的相对稳G4462G7368G1038必要G452频繁的人才流G2172G712不利于工G1328的延续和事业的G2469G4649；G2528G7114G712人才的流失意味G11540G6228G7427的扩散G712企业机密的G3818泄G712G12466G1117对手实力的加G5390G712G5078G3342的缩减等；另G3818G712这种流G2172还会影响G3324职员工的稳G4462性和忠诚G5242G452许G3822民营企业叫喊G11540人才难求G451人才难留G452民营企业的人才流失的症G13479G3324哪里这个问题值得我们深入研究G452本文G1209人力G17176G9316G5332G2469与管理理论G1038指导G712沿G11540G6564G1998问题G451分析问题G451解决问题的逻辑思维脉络G712充分分析G1114人才流失的危害和对企业G2469G4649壮G3835的G19492制G712对人才的流失的原因做G1114深入全面的阐述G712并对此G6564G1998G3324薪酬G451G1319制G451企业文化等方面相应的对策G452一、我国民营企业人才流失危机分析（一）我国民营企业人才流失现状及特点我国民企历经30年的G2469G4649G712G5062经达到G1114G2499观的规模G712民营经G8994G5062成G1038国民经G8994的重要组成部分G712民营企业G3324我国国民经G8994G2469G4649G1025G2356G7389重要的战略地位G712民营企业G5062成G1038支撑国民经G8994G3698G19283的重要力G18339G452G1306G7171我国的民企G1075面G1032G11540严峻的挑战G712G1375如G712G17176G18341短缺G712融G17176困难G712经营管理粗G6930G451落G2530G712G18209套服务跟不上G712行业壁垒的G4396G3324等G452G3324这些困难和问题G1025G712人才流失G1075G7097G11422G1038人们所关注G712G5062经成G1038制约民企G2469G4649的瓶颈2G4521我国民营企业人才流失的现状企业人力G17176G9316的流G2172G7171企业内部员工的G2520种离职与G7044进所G2469生的人力G17176G9316变G2172G452这种流G2172G1025G712G7389些G7171G3324人才流G2172的合理G19492G5242之内的G712它们对组织和员工G7171G7389G11422的；G7389些则超G17819人才流G2172合理G19492G5242的流G2172G712则构成G1114人才流失G712它们对企业和员工都G2499能G7171G7389害的G452G64662005年G256第一G17176本G257上海G20652峰论坛G1039办方G2469布的G256CEO眼G1025的人力G17176G9316管理G1039题调G7609G6265G2590G257G122283G72675G16760G1038G25615G1209G991的员工流失G10587G257G7171合理的G712G1866G1025A1A0A3A4A2A5A6A7A8A9A10A11A12A13A14A15A16A17A18A19A20A21455G16760G1038G256510G257G7171合理的；100的CEOG16760G1038G712超G1781920的流失G10587会给企业带来实G17148性影响G452G1306流失G10587的具G1319G8712G5191因企业所G4658行业G451企业G2469G4649G19466G8585G451G5078G3342人才G1391求状G1929等因素的不G2528G13792不G2528G452民营企业因G1866机制G9801G8975G451G7389较G3835的经营自G1039G7447G712因G13792G3324人员G6319G13868G451工G17176G1319系G451员工G17778G17876等方面G3355G7389较G3835的G9801G8975性G712使它G3324G14731G2474和G6329G7389G1260G17148人力G17176G9316上G8616国G7389企业G7389G7368G3835的G1260G2195G712G1306G3324这种G1260G2195G991G712G1075G19556G15267G11540人才流失危机G452G13792流失人才G1025较G3835的G8616G1375G7171G20652G451G1025G451G3534G4630管理人员和G999业G6228G7427人员G712这些人具G7389管理经G20576和特G7389的G6228G7427G999G19283G712G7171企业的G1025G3374力G18339G452G1194们的流失不G1177带G17220G1114企业的G2842业G6228G7427G12204密G712带G17220G1114G4470G6155G712使企业G14957G2475G11464G6521经G8994G6451失G712不G1306G3698加企业人才重置成本G712影响工G1328的G17842续性和工G1328G17148G18339G712G13792G1000G1075影响G1114G3324职员工的稳G4462性和G6940忠G5527G452如不加G1209G6523制G712G7380G13468必G4570影响企业G6357续G2469G4649的G9520力和G12466G1117力G4522我国民营企业人才流失的特点实际上G712企业的人才流失G7171一种G7234G17953现象G452G7092论G7171G1172G1052G7691的企业G712不管G7171G3324G1172G1052G1147业G451G1866规模如G1321G451所G7389制如G1321G712G1075不管G7171G3324G1172G1052地方的企业G712G6122G7171G3324G1172G1052G7114G1517G712人才流失现象G3324企业G2469G4649G1025都不G2499G18003G1825地会G1998现G712民营企业G1075不G1375G3818G452G1306G3324我国G712民营企业的人才流失G2588现如G991特点4G291我国民营企业员工流失G10587较G20652G2528国G7389和G3818G17176企业相G8616G712我国民营企业员工流G1998G10587G7138G7186G1571G20652G452来自国营企业的调G7609G7186G120465G712国营企业员工G7389流G1998G5907G7407的G235623G712G5831完全改行的G2356108G712G1306现实的流G1998G10587较低G712年G3355员工流G1998G10587G103833G452许G3822研究者调G7609G2469现G712G3818G2842G6249G17176企业的员工流G2172G10587相对国G7389企业G13792言并不低G712G7389的企业G20652达10G1209上G452G2375使如此G712G1185G8616民营企业员工的流G2172G10587低得G3822G452G6466G13491G16757G712民营企业G7234通员工G738950的年流G2172G10587G712G1025G20652G13435管理人员G451G6228G7427人员G8611年G1075G7389约20G3324流G2172G10587G4522流失员工G1209G1025G991G4630管理人员和G999业G6228G7427人员G1038G1039这一G4630G8437的员工G7389G999G19283G451G7389理G5831G712对企业的经营管理状G1929G7389G10432到的G16277解G712G1306企业对这些人的重视和利G11004G12255G5242不G3827G452G1194们G5460G5460G14522于G6226不到与企业的G13479合点G712G1186G13792成G1038流G2172性较G20652的一G12879员工G4523员工流失较严重的民营企业G1209G1025G4579企业G1038G1039G11013于G1025G4579民营企业规模G4579G451力G18339G5381G451G6228G7427落G2530等原因G712G14280使企业G12466G1117力不G5390G712G6940G11422一G14336G712G1186G13792使企业员工G5875到G5088G7407G9230G14591G452G13792G3835G3423民营企业规模G3835G451实力G5390G451员工G6922入状G1929较好G712因G13792G1866员工的流失G10587相对较低G4524我国民营企业流失的员工因G6922入G3838低和G1209G4559求G7368G20652的职位G1038G11458的G6466G457G1025国民营企业G2469G4649G6265G2590G458调G7609G7186G120466G712员工离G5332G2345位的原因G1393G8437G7171G11如G159321G12G712G6922入G3838低G712G23563720；G8821G7389G6521G16314G7044G11705G16794G451G7044G6228能的机会G712G23561604；工A1A0A3A4A2A5A6A7A8A9A10A11A12A13A14A15A16A17A18A19A20A215G1328G1231务不G20293G9397G712G23561331；G7199G2331机会G9230G14591和工G1328G10627G3671G5058G712G2520G2356478G452另G3818G712G999业不对G2487G451G2528G7114关系G13051G5364G451与G5415G2033所G7411G7407的工G1328不相G12538合G451G5831G4593G16809G7044工G1328等G712G1075G7171造成人员流失的重要原因G452表1员工离职原因A22A23A24A25A26A22A23A24A25A26A27A28A23A28A27A26A27A29A23A30A22A26A28A24A23A31A30A26A30A23A30A30A26A32A23A30A30A26A27A30A23A30A30A26A27A32A23A30A30A26A31A30A23A30A30A26A31A32A23A30A30A26A28A30A23A30A30A26A28A32A23A30A30A26A22A30A23A30A30A26A33A34A35A36A37A38A39A40A41A42A43A33A34A44A45A46A47A48A49A50A51A52A53A54A55A40A41A56A57A58A59A60A61A625人才流失成G1038一种G5132G55897G19555G11540经G8994全G10711化和G6228G7427G19773G2641的进一G8505拓G4649G712G5078G3342G12466G1117G7097G11422激烈G452G3324这G3342G1117夺的G13984G2530G712人才的G12466G1117G2460G7171重G1025之重G452G3835G18339跨国公司G3324扩G5364G17819G12255G1025实行的都G7171人才本土化战略G712G1194们登陆G1025国的第一G8505便G7171挖人G452G2528G7114G712本土崛起的民营G20652科G6228公司G2469G4649迅猛G712对人才的渴求G1075非G5132迫切G452这两股力G18339G11464G6521G2469起G1114这G3342人才G1117夺G3835战G452G3324未来相G5415G19283的一G8585G7114G19400内G712相对于G17176本等G1866G1194G17176G9316的稀缺性G4570使G20652素G17148的人才G3324G2520个企业之G19400流G2172成G1038一种G5132G5589G452特G2047G7171自去年的世界G18341融危机到现G3324的华尔街风暴G712使得不论民营企业规模G3835G4579G712G2520G19466G4630的人才都人G5527惶惶G712所G1209G712很G3822都会G3324被公司解雇之前G712选择自行离G5332G712G16760G1038G1039G2172离G5332G5647G8616被人扫地G1998门要好G4526人才流失频G10587G17246来G17246快某些G6329G7389卓G17246管理经G20576G451掌握G5078G3342G17176G9316G6122G7171G6228G7427G17176G9316的G1260秀人才G712因G1866G3324整个劳G2172力G5078G3342上的G20652G5242稀缺性G712永远G7171G2520个企业G1117夺的对象；另一方面G712G1194们G1038追求自身G7380G3835价值G1075不G7041变换服务对象G452G1391求的失衡和G5078G3342所导G14280的G2520企业G2195力对G8616的迅G17907改变使得G1260秀人才不G7041流向名牌企业G712G1866频G10587G1075G17246来G17246快G452（二）人才流失对民营企业的严重影响人才流失G7171企业G17176G9316的一种G7092形G6451失G712G7171企业对G1866G2469G4649原G2172力的一种废弃G712说得严重一点G712G7171一种慢性自杀G452不合理的人才流失会挫伤民营企业G2469G4649的G2172力G452它所带来的影响G1039要G15932现G3324G1209G991几个方面G7261人才流失迫使企业重置人才成本人才成本8G7171人才G3324成G19283G7411内企业G1038G1866付G1998的G2520种成本之和G452G3324人才成G19283G7411内G712企业G1039要G7171成本G6249入G452如G7536离职员工工G1328年G19492G4579于人才成G19283G7411G712企业G3534本上A1A0A3A4A2A5A6A7A8A9A10A11A12A13A14A15A16A17A18A19A20A216只G7171成本G6249入G712G13792得不到回G6265G452美国G457财富G458杂志曾G6265道G1114许G3822企业正面G1032的窘G3671G726G1194们G2469现一个员工离职之G2530G712G1186G6226G7044人到G7044人顺利上手G712光G7171替换成本就G20652达离职员工薪G8712的15倍G452G13792如G7536离G5332的G7171企业G1025G3374力G18339G7114G712代价G7368G20652G452著名的人力G17176G9316会G16757研究者弗莱姆霍尔茨（FLAMHOLTZ）推G1998G1114一系列粗略测算雇员G7368替成本的模G34239G452G1194的模G3423包括G1114G2033始成本和G7368替成本两个部分G452人才流失需要G7044员工来替补的成本G6451失包括G726流G1998者的流失成本G1209及G14731得和G4559G6226G7044的替代者的成本两部分G452雇员G1039G2172流失成本包括G726物G17148G6451失成本G451搬迁费G11004及G7389关的管理费G11004G452G4559G6226和G6319G6922G7044雇员的成本G6451失包括G726征G13868广G2590费G11004G451G3818G1998G6319G13868费G11004G451代办G6319募费G11004G451G7044雇员入门培训费G11004G1209及G11013G4559G6226和G14731得替代者所花费的管理成本G452选择G7044雇员的成本包括G726面G16809G451复G7609G451G13783G16809G451评估决策G1209及与之相关的管理成本G452教育培训成本包括G726入门培训成本G451正规教育费G11004G451G3324职培训费G11004G451手培训者的G7114G19400G6451失成本G1209及G1038训练G7044雇员G13792使G1194人G6451失的生G1147G6940G10587成本G452G3324G5078G3342经G8994条件G991G712企业员工流G2172G7171绝对的G452G6466调G7609G13491G16757G712企业保G635715左右的员工流G2172G10587G712对G3698G5390企业G8975力G451调G2172员工工G1328积极性具G7389积极的G1328G11004G452G1306人才的G17819G5242流G2172G712G7092疑会给企业G3698加G17819G3822的人才成本G712G1186G13792给企业带来沉重的经G8994负担G712甚至造成财务危机G4522人才流失造成岗位空缺成本10如G7536说人才流失G2530G11013于G7044员工的替代G13792造成的G6451失G7171企业的G11464G6521成本G452那G1052G712G11013于企业人才流失G13792带来的对企业员工工G1328绩G6940的干扰则G7171重要的G19400G6521成本之一G452这包括三个方面的成本G712一G7171雇员G3324流失之前G712G11013于G5062经G5527不G3324焉G13792造成的G6940G10587G6451失；二G7171G11013于该职位G3324被G7044雇员G3647补之前的空缺成本G452如G7536G11013于流失者具G7389特G8542的G6228能G6122流G1998者G3324原来的岗位上G2356G7389重要地位G712G1866流失G2530造成的成本G6451失G712G8616因G1866流失G13792G1147生的职位空缺造成的成本G6451失G7368G1038重G3835G452G13792G1000这种成本G6451失的影响G5132G5132会延续到G6521替G1866职位的G7044雇员能充分G14000G1231G1866工G1328G1038G8502G452通G5132G3324雇员流失G2530G712G1866G1194雇员不得不来G5122G2173完成G17778职者的工G1328G13792导G14280自身的工G1328不G3582重负G452三G7171G1260秀员工离职所留G991的职位空缺迫使企业重G7044花费G3835G18339G12946力G4559G6226G6521替者G712G1866所G13803费的G7114G19400成本给G12466G1117对手G7389利的追G17226机会G452此G3818G712企业G7692G5527人才的流失G3822G1288G19555这G1866G991G4658员工的G19610G1319G17351G8145G712这G3324企业G20652管人员的离职G1025G15932现得G4600G1038G12373G1998G452这种G20604干员工的G19610G1319流失G712对企业的G6183G1999G7171G14280G2641的G712G2375G7389G2499能G14280使企业经营全面G11263G11198G452G7380G1038G1868G3423的G71712002年G2031维G1025国G2318G3507G19156G2818G5647部G5647经理陆G5390华G17351G8145G770811G452陆G5390华G3324此G8437G1186G2031维的G1998G17220G1025G712带G17220G1114150G3822名企业G12946英G712G1866G1025包括20G3822名管理方面的G7692G5527成员及11个G10267G2318经理（G2031维G3324全国G1861G2022分G111424个G10267G2318）G4523人才流失严重破坏职工队伍的士气和凝聚力A63A64A65A66A67A68A69A70A71A72A73A74A75A76A77A78A79A80A81A82A83A847一G14336说来G712人才流失会对工G1328G3254队的一G1319化G1147生一G4462的G9052极影响G712人才流失G10587较G20652G5460G5460G19471G11873企业凝聚力的形成G452G11013于G1231G1321企业内部都G4396G3324雇员G19400的相G1126G1144流与合G1328G712人才流失会给企业的人际关系G1147生G9052极影响G452如G7536流G1998者G7171具G7389G20652G6940G10587的合G1328者G712G1194G3324企业工G1328G6122人际G1144流的G13605络上G2356G7389G1042G17287G17743重的地位G712G6122者说一个工G1328G13688G1319G11013于G1194的G4396G3324G712才G7368具G7389凝聚力G6122工G1328G6940G10587G712那G1052这G12879G7692G5527人物的流失G712会导G14280该G13688G1319工G1328G6940G10587的G991G19489G712G1186G13792给企业带来G9052极影响G452另G3818G712一部分人才的流失对G1866G1194G3324岗人员的G5785G13502及工G1328G5589G5242G1075会G1147生G9052极影响G712G4600G1866G7171G7692G5527人才的离去G7092疑给企业的G7234通员工G5527理G14957上G19464影G712形成G256G3822G12871G16846G20604牌G6940应G257G4524人才流失给公司形象带来负面影响G712甚至G1461G16477危机企业G1461G16477G7171企业G3324G19283G7411的服务G17819G12255G1025形成的G452企业G1186业人员的服务G5589G5242G451文化素G17148与稳G4462状G1929G11464G6521给G12050会公G1259及G20050G4470带来整G1319G2372象和评价G712员工的G20652流G2172G10587和G3835G18339人才流失G712G4600G1866G7171G20652G4630管理人员G17778职G712会给企业整G1319形象和名G3780带来G6451害G712造成企业G2842G16477G6451失G13792使G1866股G12092猛G17312G712如G7536G3800理不G5415G712G4493G7143形成G256G3693G1510G1259人推G257的危机G4628面G452二、我国民营企业人才流失原因分析（一）企业自身因素1薪酬较低及相应的福利未到位G3324全G10711G18341融风暴的影响G991G712很G3822企业特G2047G7171民营企业都G5332始G256缩G8712G257G712企业给人才G6564G1391的薪G8712和福利G5465G17947都G7234G17953G1571低G452G7693G6466劳G2172和G12050会保G19568部对44个G3490G5078劳G2172力G5078G3342工G17176G8712G5191所进行的调G7609G7186G1204612G7122008年G3818G2842G6249G17176企业的G5191G3355工G17176G103821037G1815G712国G7389企业的G5191G3355工G17176G103817036G1815G712民营企业的G5191G3355工G17176G1177G103810443G1815G452到国企就业G11487重的G7171稳G4462和福利G712去G3818企G11487重的G7171G1028G2414的薪酬和G1820进的管理G712G13792民营企业这些方面都不G2356G1260G2195G712所G1209很难留G1315人才G452G1186内部G11487G712民营企业一G14336缺G1059科G4410G451严G7696的绩G6940G13783评制G5242G712企业经营者G3324薪酬激G2181方面G5460G5460带G7389较G5390的G1039观性G712员工G7234G17953对薪酬现状不G9397G712难G1209G7389G6940激G2181员工G2174力工G1328G452这G1039要G15932现G3324G726一G7171薪酬分G18209不公G5191现象严重G452美国行G1038G4410G4490G1134G5415G7043的公G5191理论G2590G16797我们G712一个人的工G1328G2172机不G1177G2475到自己的G6922入和支G1998的绝对G20081的影响G712G13792G1000G2475到G6922入和支G1998的相对G8616较的影响G712所G16871公G5191与不公G5191G7171人们通G17819与相关人员的G8616较G1025得来的；二G7171缺G1059相应的福利制G5242G712使员工G8821G7389G4445全G5875G452G1866G1025G1315G6163G451G1871G13781保G19517G451G2319G11115保G19517等福利G712对员工的影响G7380G3835G712G1075G7171员工G7380关注的问题G452如G7536这些方面得不到很好的解决G712会影响员工的积极性G452此G3818G712激G2181手G8585G2345一G712G5585略G20652G4630G8437人才对G12946G12082激G2181和自身G2469G4649的需要G712G13479G7536造成能人留不G1315G712企业人力G17176G9316G2167化G452A85A86A87A88A89A90A91A92A93A94A95A96A97A98A99A100A101A102A103A104A105A10682企业内部及人才管理机制不健全（1）管理G1319制不规G14551民营企业内部管理制G5242不完善G712内部管理G9163G1093G712缺G1059G3534本的制G5242G712组织G13479构不合理G712G1186G13792导G14280员工G7092所G17878G1186G452企业管理许G3822事G1039要还G7171人G8847G712缺G4581成文的制G5242规G14551G712G6122者G2375使G7389G1114部分规G14551G712G1306实际上G3835G4490都不重视G712做事G5785G17819于G16774求G12628G2345G11464G6521G712工G1328还G7171G1209前G4579规模G7114的G13781G1076G5827G712离现代企业管理制G5242G17329离较远G452G2528G7114相G5415G3822的企业G13781G7507G1186维G6264个人和G4490G5249利G11422G1998G2469G712G7380G1461G1231的员工G5460G5460G7171具G7389G15892G13548关G5527的G1158人G712G13792G1000G1194们G2356G6466G1114企业的G20652G13435职位G452这种低G8712G5191的管理方G5347使得G3818来人才G5132G5132很难G1209行使职G7447G712G7092G8873G2469G6393G1328G11004G712企业G1025的员工很难跨G17246G15892G13548的界G19492G712人才G1075不G2499能对企业G7389很G20652的忠诚G5875G712频繁G17351G8145G3324所难G1825G452（2）人才选G6312机制不科G4410人力G17176G9316战略G7171企业战略的重要组成部分G712对组织具G7389G6357G1049的G451深远的影响G452G9994G13792G712G1288G19555G11540经G8994的进一G8505G2469G4649G712一些民营企业G1039G451管理G4630对人力G17176G9316战略并G8821G7389较全面的理解G452企业G3324进行人员选G6312G7114G712G15441G9994G7234G17953G18331G11004G1114G12466G1117上岗G712G1306选择G7643G1946G8436科G4410G712选择G12255G5219G8436规G14551G712缺G1059一整套科G4410的评价G451G13783G7692G7643G1946和G13868G11004机制G712特G2047G7171人员调G18209G451干部G1231G1825G451G13783G7692等重G3835事G20045G712人力G17176G9316部门不能充分G2469G6393G1328G11004G452企业一方面管理G451G6228G7427岗位人才G2306G1059；另一方面G2460G4396G3324G999业不对G2487G712G4410非所G11004的现象G712造成人才G9022费严重G452（3）培训机制和约G7475机制不健全G3324G11705G16794G7368G7044G17907G5242只G7389两三年的G5415代G12050会G712民营企业要G5831G3324激烈的G5078G3342G12466G1117G1025G2474G14000G712G19512G1114对人才的重G11004之G3818G712还应重视企业人才培训系G13491的建立G452G13792我国现G19466G8585的许G3822民营科G6228企业G1998于对员工忠诚G5242的G5588疑G712G5647G16760G1038花一G3835G12520G6249G17176G11004G3324员工培训上不G2022算G712G1186G13792造成民企员工G5875G16285G3324企业里G8821G7389成G19283G451G2469G4649的机会G712G11487不到自己前进的G5088G7407G712造成人才的流失G