科技型企业知识型员工激励管理的探讨

本文在分析知识型员工个性特点的基础上,提出了知识型员工激励管理的现状及挑战,以人性化管理和科学的控制相结合的角度,实现对知识型员工的激励管理,进而为科技型企业在市场竞争中得到发展和壮大提供可靠的保证。     

马斯洛需要理论在企业人力资源管理中的应用

企业是由员工组成的团体经营.企业的发展、目标的实现,主要依靠人力资源的开发,即调动员工的积极性、发挥员工的潜能、实现个人的全面发展以及促使员工个人需要的实现和企业的发展目标保持一致,归根结底就是如何实现人的发展.马斯洛的需要理论科学的探析了"需要"的特性,并对其分类.研究马斯洛的需要理论,并将其合理的应用在企业人力资源管理中,将有利于实现人对"需求"的满足和企业的发展战略保持一致,从而保障企业的持续、高速发展.     

公司实行绩效管理误区及原因分析

绩效管理是企业管理中不可或缺的内容.绩效管理指管理者和员工双方就目标及如何达到目标而达成共识,并激励员工成功达到目标的管理方法.绩效管理不是简单的任务管理,它强调沟通、辅导及员工能力的提高,不仅强调结果导向,而且重视员工实现工作目标和个人和谐发展的过程.     

关键业绩指标在人力资源管理中的应用

在人力资源管理中,员工绩效管理是一个非常重要的工作.员工绩效管理建立在关键业绩指标的基础上,通过业绩考核,并与相应的激励措施相结合,调动员工积极性,促使员工努力工作、不断提高绩效,最终实现企业目标.文中将简单介绍关键业绩指标及其在炼铁厂人力资源管理中的应用.     

企业员工执行力改进策略

企业员工的执行力决定着企业管理目标最终能否实现.本文在进一步理解员工执行力相关概念及内涵的基础上,提出从管理平台建设、信息传递机制等方面进行完善,进而提高员工执行力的改进策略.     

关于企业绩效管理现状的分析及对策

绩效管理是一个强调全体员工参与的自下而上,实现个人目标与组织目标的协调过程,它更大的价值在于帮助管理者养成科学的管理习惯,帮助员工提高工作效率,从而促成企业战略的实现。本文从企业绩效管理存在的主要问题进行分析探讨,提出相应的对策,对创建企业绩效管理体制具有重要意义。     

浅谈部门绩效考核与员工绩效考核的关系

绩效管理是现代企业管理的重要内容,但很多企业在绩效考核时,没有正确处理好部门绩效考核与员工绩效考核的关系,影响了企业绩效考核的正常进行,企业绩效考核没有达到理想效果.企业在进行绩效考核时,必须将部门绩效与员工绩效考核紧密结合在一起,在对个人任务绩效、管理绩效(管理人员)、能力、态度考核时,也注重考核周边绩效,并将部门绩效考核结果充分利用到员工绩效考核结果中,使个人绩效和部门绩效均获得明显提升,激发员工的工作热情,最终实现员工和企业共同价值的创造-公司整体效益的提高.本文讨论如何协调部门绩效和个人绩效考核二者的关系.     

薪酬管理环节要素对员工组织公平感的影响研究——基于商业模式价值分享视角的诠释

企业内部收入分配本质上是其商业模式创造并获取价值的内部分享过程,员工对企业商业模式的价值分享主要体现在薪酬管理与分配之中.企业薪酬管理环节要素是如何影响员工的组织公平感,从而影响组织行为,进而影响企业价值创造的核心动力,至今缺乏令人信服的理论阐述和中国证据.本文采用案例研究方法,通过问卷调查和数据分析,从薪酬管理理论、组织公平理论和商业模式理论视角,考察了CA机电液压公司薪酬管理环节要素对员工组织公平感的影响问题.诠释其管理意涵.研究结果表明,薪酬管理环节对员工组织公平感有显著影响,但薪酬管理环节各构成因素对员工公平感不同维度的影响作用有所差异.本研究为研判企业商业模式价值的内部分享公平性,如何影响其核心动力并传导至价值创造与实现效能的作用机理,提供了初步的证据和理论开掘基础.     

浅析企业管理中激励机制的作用

从企业管理和企业文化建设两方面论述了激励机制在企业管理中的地位和作用。指出采用积极、正面和有效的激励措施,建立以人为本的文化,通过人本管理提升员工精神层面的认可,是企业管理发展的方向,也有助于吸引和留住人才,使企业和员工共同发展,实现双赢。     

对组织管理中态度转变工作的思考

在组织管理中，加强对员工态度的转变工作有着十分重要的意义，它有利于推动组织发展和组织目标的实现。本文主要探讨了态度在组织中的重要意义、员工态度转变的主要途径以及态度转变的原则等问题。     

Perioperative nursing orientation. A primer for designing your own program

The orientation program for OR nurses at Mount Sinai Medical Center has been in place for more than two years. Orientees have given consistently favorable evaluations of the program, and many of them have commented that this was the first real OR orientation that they had received in their careers. Staff acceptance of new employees has improved, and our retention rate of new employees is promising. New nurses who have been through the orientation program now can provide staffing in the OR so that more experienced nurses can participate in the RN first assistant training program that we have introduced. A structured orientation program ensures consistency in the information given to new employees. We continue to revise and improve the program based on changes in the workplace and orientees' evaluations. We believe that the time spent designing our program has paid off well in employee satisfaction and retention--in management terms, the return on investment has been good.     

Evaluation of an organizational stress management program in a municipal public works organization.

The aim of this study was to investigate the effects of employee participation in an organizational stress management program consisting of several interventions aiming to improve psychosocial work environment and well-being. Pre- and postintervention questionnaires were used to measure the outcomes with a 2-year interval. This article describes the background of the program, results of previously published effect studies, and a qualitative evaluation of the program. The authors also tested the effects of level of participation in all interventions among the employees of the service production units by 2 (time) × 3 (group) repeated measures ANOVAs (n = 625). "Active participation" (more than 5.5 days) had a positive effect on feedback from supervisor and flow of information. Work climate remained on a permanent level while it decreased in the categories of moderate and nonparticipation. The level of participation did not improve individual well-being or other aspects of psychosocial work environment as postulated by the work stress models. The qualitative evaluation and practical conclusions drawn by the management of the Organization provided a positive impression of the impact of the program. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Employee stock ownership and employee attitudes: A test of three models.

Results of a test of three alternative models of the conditions necessary for employee ownership to positively influence employee attitudes are reported. Based on a study of 37 employee stock ownership plan (ESOP) companies (N of individuals?=?2,804), results support hypotheses for the extrinsic and instrumental satisfaction models. Average company ESOP satisfaction and organizational commitment are high and average company turnover intention is low when the ESOP provides substantial financial benefits to employees, when management is highly committed to employee ownership, and when the company maintains an extensive ESOP communications program. In contrast, the results provide no support for the intrinsic satisfaction model of ESOP effects. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Motivation and employee-supervisor discrepancies in a psychiatric vocational rehabilitation setting.

Examined both employee and supervisor reports of motivational and work adjustment variables, in the context of a psychiatric rehabilitation program, as correlates of program participation and independent ratings of readiness for competitive employment. Ss were 80 employees (aged 21–75 yrs) in a sheltered workshop and transitional employment program affiliated with a state psychiatric hospital. Program participation and work-readiness were associated with both employee and supervisor ratings of motivation after controlling for employee benefit plan, residential status, and social adjustment. Additionally, the degree of supervisor–employee discrepancy in these ratings was negatively correlated with program participation, work-readiness, and estimates of premorbid social competence. The role of motivational factors in vocational rehabilitation and the dynamics of supervisor and employee perceptions of work motivation and adjustment are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Effect of individual, group, and intergroup relations on attitudes toward a management development program.

Studied the impact of a management development program in a medium-sized bank that was designed to increase the number of competent and aggressive young managers available to the organization. In this situation after a period of 10 yr., the training program had developed into a subsystem of the organization. 263 employees completed an attitude and job satisfaction questionnaire. Attitudes toward the program were a function of seniority, organizational rank, pay satisfaction, and perception of own career prospects. The kinds of attitudes also depended heavily on status as an employee, trainee, or officer, and on sex. Behavioral explanations of the attitude effects are presented. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Alabama laws on drug testing in the work place

Alabama law related to employee work place drug testing consists of the newly enacted drug free work place program, the workers' compensation law and the unemployment compensation law. These laws contain specific requirements relating to the performance of employee drug testing. Physicians will play a key role in the management, supervision and implementation of employer drug testing programs and should become familiar with state and federal laws and regulations pertaining to the operation of those programs.     

Do they see eye to eye? Management and employee perspectives of high-performance work systems and influence processes on service quality.

Extant research on high-performance work systems (HPWSs) has primarily examined the effects of HPWSs on establishment or firm-level performance from a management perspective in manufacturing settings. The current study extends this literature by differentiating management and employee perspectives of HPWSs and examining how the two perspectives relate to employee individual performance in the service context. Data collected in three phases from multiple sources involving 292 managers, 830 employees, and 1,772 customers of 91 bank branches revealed significant differences between management and employee perspectives of HPWSs. There were also significant differences in employee perspectives of HPWSs among employees of different employment statuses and among employees of the same status. Further, employee perspective of HPWSs was positively related to individual general service performance through the mediation of employee human capital and perceived organizational support and was positively related to individual knowledge-intensive service performance through the mediation of employee human capital and psychological empowerment. At the same time, management perspective of HPWSs was related to employee human capital and both types of service performance. Finally, a branch's overall knowledge-intensive service performance was positively associated with customer overall satisfaction with the branch's service. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Nurse managed occupational health services without on-site clinical care delivery: a case example

1. In this program management/community network model of occupational health services, the occupational health nurse is responsible for managing program development and implementation, with vendors providing the clinical services. 2. Occupational health nurses' primary areas of responsibility are occupational health, disability case management, ergonomics, and health promotion. 3. Successful management of program outcomes requires the occupational health nurse to continually assess employee/business needs, maintain communication with employees and management, and partner with the environmental, health, and safety team, other functional work groups, and vendors. 4. Effective management of contracts becomes critical to the process beginning with clear service requirements through the delivery of quality services.     

对加强我国信息人才建设的几点思考

经济全球化引发了世界范围内的人才争夺战，对我国信息人才建设产生严重影响。在分析了我国信息人才资源现状的基础上，提出加大信息人才培养力度，改变用人机制，营造创业环境，改革薪酬制度等对策措施。     

Healthy workplace practices and employee outcomes.

The current study explored the relationship between employee satisfaction with different workplace practices (i.e., employee involvement, growth and development, work-life balance, recognition, health, and safety) and employee outcomes (i.e., organizational commitment, emotional exhaustion, mental well-being, and turnover intentions). A total of 152 university faculty and staff completed a web-survey. Overall, regression results indicated that satisfaction with healthy workplace practices was predictive of employee outcomes. In addition, satisfaction with employee involvement practices played a central role in predicting employee outcomes, whereas satisfaction with the other healthy workplace practices was somewhat less influential. Overall, our results suggest that organizations may increase some of the benefits of different healthy workplace programs for employees if they rely on employee involvement in program development. (PsycINFO Database Record (c) 2010 APA, all rights reserved)