【正文】 碩士學(xué)位論文 論 文 題 目 ： 員 工 忠 誠 問 題 研 究 學(xué)科、專業(yè) ： 企業(yè)管理 碩 士 生 ： 王 曉 莉 指 導(dǎo) 教 師 ： 宋晶 副教授 答 辯 日 期 ： 20xx 年 12 月 內(nèi) 容 摘 要 內(nèi) 容 摘 要 現(xiàn)代人力資本理論認為企業(yè)擁有的員工是其最重要的財富來源，而企業(yè)和員工之間建立和保持良好的合作關(guān)系是員工為企業(yè)創(chuàng)造財富的前提，即企業(yè)對員工承擔(dān)責(zé)任、員 工對企業(yè)付出忠誠。本文從現(xiàn)代市場經(jīng)濟制度下企業(yè)員工忠誠的含義出發(fā)， 結(jié)合經(jīng)濟學(xué)基本理論和企業(yè)管理實踐對員工忠誠的價值、度量以及培養(yǎng)和提高員工忠誠度的對策進行研究，并在此基礎(chǔ)上為我國企業(yè)提出可供參考的指導(dǎo)性意見。 忠誠的概念古已有之，中國傳統(tǒng)文化和西方現(xiàn)代哲學(xué)中都有對忠誠的定義和推崇。而現(xiàn)代企業(yè)的員工忠誠是一種平等交往中的契約性忠誠，它既不同于等級制度下人身臣服關(guān)系的依附性忠誠，亦不同于家族企業(yè)中的血緣性忠誠，既是一種基本的個人美德，亦是現(xiàn)代企業(yè)的基本企業(yè)精神?，F(xiàn)代企業(yè)的員工忠誠是指身處于以信用和自由為特征的市 場經(jīng)濟中的企業(yè)員工對自主選擇的企業(yè)所做出的守諾有信行為，它既表現(xiàn)為員工的道德操守，又體現(xiàn)了企業(yè)與員工的契約關(guān)系。沒有忠誠，就沒有企業(yè)的凝聚力與競爭力，就沒有以契約關(guān)系為內(nèi)容的現(xiàn)代企業(yè)制度。 就社會范圍的資源配置來看，傳統(tǒng)經(jīng)濟學(xué)始終認為自由的流動能夠達到資源配置的高效率，人力資源也不例外。但是最新的實證分析卻顯示，員工對企業(yè)的忠誠度越高，企業(yè)的競爭優(yōu)勢越大。 忠誠的員工對于企業(yè)往往意味著更高的利潤和生產(chǎn)率，更加完美的品牌和社會形象以及更加穩(wěn)固的客戶資源，因此意味著更大的收益。本文應(yīng)用協(xié)調(diào)博弈模型、經(jīng)濟價值模型和 退出— 呼吁模型對員工忠誠為企業(yè)帶來的價值進行分析，從而論證了高度忠誠的員工在企業(yè)正常經(jīng)營及處于困境時都會發(fā)揮積極的作用。 進行員工忠誠管理首要的一步就是對員工忠誠進行度量， 一套科學(xué)、準確的員工忠誠度量方法為實施建立和維護忠誠的管理制度提供了依據(jù)和控制標準。員工忠誠的度量方法有定性和定量方法兩種，本文分別對兩類方法進行了介紹和評價，并且提出了綜合以上兩種方法的員工測量體系，以對企業(yè) 擁有的人力資源及員工忠誠情況進行全面科學(xué)地反映。 員工忠誠根據(jù)其產(chǎn)生的原因可分為低層次忠誠和高層次忠誠，兩種層次忠誠的形成原因分別 對應(yīng)企業(yè)為員工提供的保健因素和激勵因素，因此培養(yǎng)和提高員工忠誠就要從這兩方面入手。 通過完善和嚴格員工進入、停留和離開企業(yè)的各項制度，提高員工離開企業(yè)的成本，可以培養(yǎng)和提高員工的低層次忠誠。 在低層次員工忠誠的基礎(chǔ)上，企業(yè)還應(yīng)該建立和健全激勵因素，通過建立企業(yè)和員工的利益共同體和情感共同體的方法培養(yǎng)和提高員工的高層次忠誠。最后，針對我國企業(yè)的具體情況，筆者為我國企業(yè)培養(yǎng)和提高員工忠誠度提出了可供參考的指導(dǎo)性意見。 關(guān)鍵詞： 忠誠、員工忠誠、保健因素、激勵因素 Abstract Abstract From the perspective of human capital theory, the employees are not only the most profitable capital in the enterprises, but also the source of profit. However, the enterprises could obtain these benefits only on condition that the stable cooperative relationship between the employees and their enterprises has been founded. On the basic principles of economic theories and the practices in the enterprise management, this paper discusses the definition, value and measurement of the employee loyalty of the modern enterprise and puts forward the ways in which the enterprises can build and improve the loyalty coefficient. The understanding of loyalty has been in the Chinese traditional culture and the Western philosophy for a long time, and they both praise it highly. Corresponding to the traditional perspective of loyalty, the employee loyalty of the modern enterprise is a kind of loyalty that can be looked as a contract between employees and their employers. It is not only a sort of personal virtue, but also a part of the modern enterprise spirits. It is a kind of behavior that in the free market, which is characterized with freedom and credit， employees keep their promises which they have made with their enterprises. Traditional economists believe that in the scope of society the resources flow more freely, it can be located more effectively and efficiently. The human resources are not the exception, either. However, the latest positive and empirical analyses show that the loyal employees can bring the core petitiveness to their enterprises. The loyalty, which can cause the increase of profit and productivity and the decrease of cost, drives financial success. It also can make positive effects on the stability of customers and investors. This paper discusses three models of the employee loyalty: the Game Model, the Economic Value Model and the ExitVoice Model, in order to analyze the value of it and prove that the enterprises can benefit Abstract from the loyal employees generally and especially in the tough times. The first step of the management based on the employee loyalty is to measure it scientifically and accurately. There are two kinds of measurements: the quantitative measurement and the qualitative measurement. This paper introduces and analyzes these two measurements and sets up the Employee Measurement System, which integrates the two different measurements and can display the human resources and the employee loyalty of the enterprise prehensively and objectively. The employee loyalty can be divided into two levels: the lowlevel loyalty and the highlevel loyalty. According to the TwoFactor Theory, the lowlevel loyalty is based on the hygiene factor and the highlevel loyalty is founded on the motivation factor. Suggestions are presented to cultivate and consolidate both the lowlevel loyalty and the highlevel loyalty, such as redesigning the human resources management system and building the munity of benefit and emotion with employees. Finally, special suggestions are raised for the enterprises in China. Key words: Loyalty, Employee loyalty, Hygiene factor, Motivation factor 目 錄 目 錄 1 員工忠誠的含義 .................................. 1 中國傳統(tǒng)文化中的忠誠 ................................. 1 西方哲學(xué)中的忠誠 ..................................... 2 現(xiàn)代企業(yè)的員工忠誠 ................................... 3 2 員工忠誠的價值 .................................. 6 員工忠誠的協(xié)調(diào)博弈模型 ............................... 7 員工忠誠的經(jīng)濟價值模型 ............................... 8 員工忠誠的經(jīng)濟價值模型 .......................... 8 員工忠誠提高生產(chǎn)效率 ........................... 10 員工忠誠的系統(tǒng)效應(yīng) ............................. 13 忠誠的退出 呼吁模型 ................................. 14 松弛與退出、呼吁 ............................... 15 忠誠的作用 .................................... 16 忠誠行為模型 .................................. 17 3 員工忠誠的度量 ................................. 20 比率法 ............................................. 20 總流動率 ...................................... 20 員工留存率及損耗率 ............................. 21 用員工流動率進行外部比較 ....................... 23 調(diào)查表檢測法 ....................................... 23 員工測量體系 ....................................... 24 員工平衡表 .................................... 24 員工價值流報告表 ............................... 25 4 培養(yǎng)和提高員工忠誠度的對策分析 ................... 28 目 錄 影響員工忠誠的因素 ......................