【作者】 柯元珍；

【导师】 李志；

【作者基本信息】 重庆大学 ， 行政管理， 2010， 硕士

【摘要】 随着知识经济时代的到来,国家与国家之间、企业与企业之间的竞争日益体现为人才之间的竞争。人才的高流动率成为企业的人才隐患,正如原微软软件设计经理所说:“微软所而临的最大挑战不是法律问题,而是它如何留住自己的员工。”而对这场“无硝烟”的人才争夺战,企业不得不重新审视员工尤其是核心员工在企业中的地位和作用,提高核心员工对对企业的忠诚度已经成为保持企业核心竞争力的最重要的手段。本论文在借鉴国内外学者关于核心员工以及员工忠诚度的研究成果基础上,结合我国企业的实际,首先对企业核心员工的定义进行了内容分析,从而对企业核心员工与非核心员工的差异进行了区分;再通过因素分析法对企业核心员工的组织忠诚特征从内容结构上进行了界定,并对影响核心员工组织忠诚度的因素进行归类总结分类整理,在完成以上工作的基础上,编制了企业核心员工组织忠诚度调查问卷,并对275名不同类型的核心员工进行调查,结合调查结果构建出培养企业核心员工组织忠诚度的管理方法,该体系从理念层面和制度层面提出了如何提高核心员工组织忠诚度的可操作建议。通过调查研究发现:①核心员工的识别要素应当由两维度组成,分别为岗位价值和个人业绩。②组织忠诚度包括四个维度:组织认同感、组织归属感、组织自豪感、组织使命感。③核心员工和非核心员工在组织忠诚度上存在极其显著的差异,企业核心员工的组织忠诚度明显高于非核心员工。④不同年龄、企业性质、岗位类型和择业经历的核心员工在员工忠诚度部分维度上存在显著性差异,组织忠诚度的高低与学历层次并无显著关系;⑤核心员工组织忠诚度影响因素可分为四个维度:个人发展、领导认同度、组织氛围、企业发展。不同年龄、学历、岗位类型的核心员工,对组织的忠诚度的影响因素的选择均存在显著性差异。⑥核心员工组织忠诚度培养措施包括三个维度:管理制度、员工需求、领导者素质。企业制度维度以及员工需要维度,不同类型的核心员工对培养措施的认识较为一致,仅不同学历层次的员工在员工需要措施维度上存在显著性差异。本研究在上述研究结论的基础上,构建了企业核心员工组织忠诚度全程管理体系,该体系主要包括三个层面,分别是理念层面、制度层面和操作层面。更多还原

【Abstract】 For coming of Knowledge-based economy period, the key point of competition between countries or corporations is talent.The high turnover rate of talent is a key disadvantage for corporation’s development.”our challenge of human resource management is not legal but keeps our talent as long as we can”, said of a Software Design Manage of Microsoft corporation.At the peaceful war of talent sourcing, corporations must review the viscounty and effect of key employees.Advantage the loyalty of key employees is the main method for Keep Corporation’s core competence.Reference of the research achievements of employee loyalty & key employee domestic and foreign, according to the background of internal corporations, this thesis contains two main parts:Firstly, based on an overall systematic analysis of the character of key employee, distinguish the key employee and non key employee.Secondly, through research of loyalty character of key employee, influence diathesis for key employee’s loyalty and foster method of loyalty, establish a key employee loyalty management system.The system supplied a useful method of avoid key employee’s demission and improving loyalty of key employee, in academics and management operations.Based on investigation and analysis, the key points of this thesis are:①Definition of key employee includes two sections, position value and personal performance.②Definition of organization loyalty includes four sections, Identity, Belonging, Pride, and Mission.③Key employees are obviously different from others in organization loyalty; the key employees’are higher than the others’apparently.④Key employees with different ages, ownership, post type and experiences of choosing jobs make differences in partial dimension of employee loyalty, but education level is not obvious influence in loyalty.⑤There are 4 factors influence key employees’origination loyalties: personal career development, manager’s praise, organization culture, enterprise’s future.⑥Measures of bringing up the key employees’organization loyalty can be divided into three parts: standard managing system, to meet the exact need of employees and leaders diathesis.This investigation is based on the theory above and establishes a system about the organization loyalty of key employees.This system mainly includes three lays: idea lay, system lay, as well as implementation lay.更多还原