我国中小企业对新进员工的管理分析研究 人力资源管理专业VIP专享VIP免费

我国中小企业对新进员工的管理摘要新进员工是企业获得持久发展的动力，决定着我国中小企业未来发展之路。我国中小企业在新进员工的管理上存在诸多弊端，从企业文化、人力资源管理等方面，我国中小企业对新进员工管理不到位，造成了人才流失和人才浪费。塑造良好企业文化、合理的人力资源管理，是解决我国中小企业管理弊端的重要举措。关键词：中小企业新进员工管理AbstractNewemployeesisthedevelopmentpowerofenterprise,thatdecidedsmallandmedium-sizedenterprisesfuturedevelopmentpath.Therearemanydisadvantagesinnewemployeemanagementofsmallandmedium-sizedenterprises,fromtheenterpriseculture,humanresourcemanagement,thesmallandmedium-sizedenterprisesisnotpropertonewemployeemanagement,thatresultinginalossoftalentedpeopleandawasteoftalent.Creatingagoodcorporateculture,andrationalhumanresourcemanagement,thatistheimportantmeasuretosolvemallandmedium-sizedenterprisesmanagementmalpractice.Keywords:Smallandmedium-sizedenterprises,Newemployees,Management目录摘要.........................................................................................................1Abstract.......................................................................................................2一、中小企业对新进员工管理存在的问题............................................1(一)公司企业文化与员工心理归属感的差距....................................11、公司企业文化与员工价值观念的冲突..................................12、公司企业文化与员工心理定位的差距..................................1（二）公司薪酬制度、绩效管理的缺陷..........................................21、不合理的薪酬制度..................................................................22、有缺陷的绩效管理..................................................................2（三）员工流动性大..........................................................................31、培训不到位..............................................................................32、流动性大..................................................................................3二、中小企业在员工激励机制中存在问题的原因...............................3(一)企业管理层素质与企业文化塑造................................................31、管理层素质存在问题..............................................................32、企业文化建设不到位..............................................................3（二）传统公司管理理念的影响......................................................31、人治与法治的冲突..................................................................42、家族管理思路..........................................................................4三、观点对策.........................................................................................4（一）塑造企业文化..........................................................................41、企业文化贴切员工价值观念..................................................42、企业文化与员工成长..............................................................5（二）以制度为支撑，建立科学化管理..........................................51、合理薪酬设计..........................................................................52、恰当绩效管理..........................................................................6（三）拓宽员工晋升途径..................................................................61、为员工制定发展计划......................................................