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企业文化应成为一种待遇

    如何留住人才是一个永恒的企业管理课题。优秀人才总是跳槽而去,平庸的员工总是赖着不走。所有企业都必须面对一个矛盾:如何解决员工欲望的不断膨胀和薪酬的相对稳定。因为员工随时都可能在企业中成长而薪酬不可能紧紧相随,没有人会总是对自己的薪酬感到满意。而个人财富过大可能产生副作用,激励过度却可能让人不思进取。在我们这个变革的时代,面对企业员工欲望后面的永恒难题,我们究竟该何去何从。我认为,最重要的是如何确立企业的价值体系和分配机制,这也是企业文化的核心问题。
   
现实社会中,最为直接有效的激励方式就是薪酬分配。美国哈佛大学的专家发现,在缺乏激励的环境中,员工的潜力只发挥出20%~30%甚至可能引起相反的效果;但在适宜的激励环境中,同样的员工却能发挥出其潜力的80%~90%.所以如果你的员工对你的分配制度不以为然或者觉得理所当然,那么你的分配制度一定是失败的;而没有达到激励效果的分配对企业而言,是一种巨大的损害。
    毋庸置疑,企业成员都想得到而又不可能都得到最大化的企业所拥有的分配资源,将这些资源优先分配经成绩优异的员工,是必然的选择。但并不是所有的人都是追求最大的工资、福利的回报。有的企业虽然给骨干员工以极其丰厚的工资待遇,但是他们并不满意,反而愿意到别的工资、福利相对低的单位去,这就是因为后者有良好的文化氛围,协和的人际关系,良好的企业形象,有思想有魅力的企业家。在中兴的实践看来,解决人才激励问题,优秀的企业文化可以也应该成为员工待遇的一部分。

             Enterprise culture should become a kind of treatment

    How to retain talent is an eternal topic of enterprise management. Excellent talent always job-hopping, mediocre employees always don't go. All enterprises must face a paradox: how to solve their desire to expand and the salary is relatively stable. Because employees are likely to grow in the enterprise and salary could not follow at any time, no one will always pay satisfaction. Personal wealth is too large may produce side effects, excessive incentive may make people complacent. In this time of change, the face behind the eternal problem employees desire, we should decide on what path to follow. I think, the most important is how to establish the value of the enterprise system and distribution mechanism, and this is a core problem of enterprise culture.

    In the realistic society, the most direct and effective way is the incentive salary distribution. Experts at Harvard University found in the United States, the lack of incentive environment, the potential of employees only play 20%~30% and may even lead to the opposite effect; but in a suitable incentive environment, the same staff can play its potential 80%~90%. so if your employees to your distribution system not to regard it as right or that behoove, so distribution the system you must fail; but did not reach the incentive effects of the distribution of enterprises, is a kind of great damage.

    Needless to say, the enterprise members want and not all be the allocation of resources to maximize the enterprises have, the priority allocation of resources by the outstanding employees, is the inevitable choice. But not all the people are pursuing the maximum wage, welfare return. Although some enterprises to backbone employees with extremely well-paid jobs, but they are not satisfied with, but rather to other wages, welfare relatively low unit, this is because the latter has a good cultural atmosphere, the interpersonal relationship harmony, good corporate image, has thought charismatic entrepreneur. In the view of ZTE's practice, solve the incentive problem, the outstanding enterprise culture can and should become a part of the treatment of employees.

 
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