摘要

在改革開放飛速發(fā)展的今天，隨著我國(guó)經(jīng)濟(jì)實(shí)力的不斷提高，以及次貸危機(jī)所帶來的影響，相應(yīng)的也給我國(guó)的很多公司以及集團(tuán)帶來人力資源的管理問題。那么如何進(jìn)行人力資源管理，充分調(diào)動(dòng)中國(guó)工作人員的積極性和創(chuàng)造性，高效率地利用現(xiàn)有資源中的最活躍的資源-人力資源，從而更加有效地利用其他資源是來使我國(guó)的經(jīng)濟(jì)有更好的發(fā)展。使企業(yè)在競(jìng)爭(zhēng)中處于優(yōu)勢(shì)高效生產(chǎn)經(jīng)營(yíng)運(yùn)作的有利地位，減少工作中的不滿和沖突發(fā)生，減少無畏的人員浪費(fèi)和流失。
在我國(guó)公司中有很多決策者都是在19世紀(jì)時(shí)候創(chuàng)立的公司，所以在工作中多以自己以前的經(jīng)驗(yàn)來管理公司，必然會(huì)產(chǎn)生不同程度的管理問題，特別是在人員的有效激勵(lì)方面表現(xiàn)的尤為突出。這些突出的矛盾主要是由于時(shí)代的變化、經(jīng)濟(jì)的發(fā)展以及次貸危機(jī)等造成的。文化和管理理念的差距，促使這些19世紀(jì)公司在中國(guó)的人力資源管理方面出現(xiàn)很大的人員浪費(fèi)和流失現(xiàn)象的產(chǎn)生。因此，本文對(duì)中國(guó)19世紀(jì)的企業(yè)的人力資源激勵(lì)的相對(duì)不合理、不完善的方面給予相應(yīng)的改進(jìn)性建議，希望能夠通過認(rèn)真分析新舊文化及管理特點(diǎn)而制定的改進(jìn)員工激勵(lì)的建議能夠?yàn)槌?yáng)宏達(dá)集團(tuán)提高自身資源利用效率有所幫助。
關(guān)鍵詞：文化沖突；經(jīng)濟(jì)；次貸危機(jī)

Abstract

The rapid development of reform and opening up today, as China's economic strength continues to improve, as well as sub-prime crisis impact, the corresponding also to the many companies and groups in China to bring human resources management issues. So how do human resource management, fully utilizing the Chinese staff motivation and creativity, the efficient use of existing resources in the most active of the resources - human resources, and thus more effective use of other resources is to make our economy better development. The enterprise in a dominant position in the competition and efficient operation of production and operation of an advantageous position to reduce the work of discontent and conflict, reduce waste and loss of personnel fearless.
There are many companies in our decision-makers were founded in the 19th century, when the company, so many in their work with their previous experience to the management company, will inevitably produce different levels of management issues, particularly in the officer's performance of effective incentive a particularly prominent. These highlight the contradiction was mainly due to the changing times, economic development, as well as a result of the subprime mortgage crisis. The gap between culture and management philosophy, urging them to the 19th century in China's human resources management, there was a great waste and loss of personnel generation phenomenon. Therefore, this article on the Chinese enterprises in the 19th century human resources incentives relative unreasonable, imperfect give corresponding suggestions for improvements in the hope that through careful analysis and management characteristics of old and new cultures developed recommendations to improve staff motivation can Chao yang Hongda Group, to improve their efficiency of resource use help.
Key words：Cultural conflict；Economic；Sub-prime crisis

一 緒論…………………………………………………………………………………1
1．1 案例研究的主要問題 ……………………………………………………………2
1．2 案例研究的目的和意義 …………………………………………………………2
1．3 員工激勵(lì)的理論概述 ……………………………………………………………3
1．3．1 什么是員工激勵(lì)………………………………………………………………3
1．3．2 員工激勵(lì)的原則………………………………………………………………4
1．3．3 員工激勵(lì)的措施………………………………………………………………5
1．4 研究的思路和方法 ………………………………………………………………5
二 朝陽(yáng)宏達(dá)集團(tuán)的概況
2．1 宏達(dá)集團(tuán)發(fā)展簡(jiǎn)介 ………………………………………………………………6
2．2 朝陽(yáng)宏達(dá)建筑工程公司簡(jiǎn)介……………………………………………………10
2．2．1國(guó)內(nèi)外建筑業(yè)發(fā)展現(xiàn)狀………………………………………………………10
2．2．2建筑行業(yè)競(jìng)爭(zhēng)的態(tài)勢(shì)…………………………………………………………12
2．3 朝陽(yáng)宏達(dá)建筑工程公司存在的問題……………………………………………13
三 朝陽(yáng)宏達(dá)建筑工程公司存在問題的分析
3．1 激勵(lì)理論概述……………………………………………………………………14
3．2 人員激勵(lì)的相關(guān)理論回顧………………………………………………………14
3．3 激勵(lì)問題中人力資源管理方面的原因…………………………………………18
3．3．1 問卷調(diào)查及發(fā)現(xiàn)………………………………………………………………19
3．3．2中小企業(yè)人力資源管理中存在的問題………………………………………23
3．3．3新舊觀念導(dǎo)致激勵(lì)問題的產(chǎn)生……………………………………………… 24
3．4 宏達(dá)公司管理方面問題的原因分析……………………………………………24
四 策略
4．1 薪酬激勵(lì)方案……………………………………………………………………27
4．2 福利待遇激勵(lì)方案………………………………………………………………29
4．3 晉升激勵(lì)方案……………………………………………………………………30
4．4 領(lǐng)導(dǎo)風(fēng)格的激勵(lì)方案……………………………………………………………30
總結(jié)……………………………………………………………………………………31
致謝……………………………………………………………………………………32
參考文獻(xiàn)……………………………………..