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Model capable of highly skilled personnel of the Innovation Incentive

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					Model capable of highly skilled personnel Incentive Model Research

 highly skilled people incentive model
 [Abstract] highly skilled technical workforce is the core enterprise backbone. This
paper analyzes their distinctive personality and unique needs of cross-hybrid, that the
Chinese enterprises in the highly skilled major problem of existing incentives, and
scientific use of incentive plans coordinates and DAC demonstration of highly skilled
personnel to implement the necessary incentive portfolio nature and importance, in
this based on a set of high demand for skilled personnel of different levels and the
corresponding incentive level, and then create a pair of high-skilled personnel to
implement effective incentive Guan Li model, finally proposed the incentives of
highly skilled and effective measures accordingly.
 [Key words] highly skilled personnel; demand characteristics; incentive model;
response measures

  continuous development of the market economy, China's booming manufacturing
industry entails a huge high from the skilled team to support. Unfortunately, however,
is: My current team of highly skilled personnel in quantity, structure, training,
incentive, and still can not meet the rapid development of the manufacturing sector. In
this paper, highly skilled and effective incentive issues devoted.

 1, the meaning of highly skilled personnel, characteristics and demand
characteristics

 1. The meaning of highly skilled personnel. In my view, the so-called high-skilled
personnel, are those with the necessary theoretical knowledge and grasp of modern
equipment and maintenance, production and service areas of junior secondary school
Ji Neng mechanics difficult to grasp difficult or Guan Jian link and a creative ability
of Gaojijigong senior technicians, who are highly qualified workers.
 This definition includes three meanings: first, the highly skilled personnel is a
practical talents, their social and business value creation chain in a critical position;
second, highly skilled personnel is also a high-quality, high-level personnel; Third, the
highly skilled personnel has been expanded from production areas to the modern
economic sectors. In this paper, for manufacturing enterprises (hereinafter referred to
as enterprises) highly skilled and effective issue of incentives.
 2. The basic characteristics of highly skilled personnel. Currently, the shortage of
highly skilled personnel has become China's manufacturing economy is running a
major bottleneck, and the corporate high-skilled personnel to the existing lack of
incentives for science, rationality, this phenomenon is undoubtedly worse, if not
solved, not only direct impact on our manufacturing technology update and quality
improvement, but also may compromise the technical basis of the national economy
and growth potential. Therefore, how to effectively motivate highly skilled personnel,
has become an important issue be solved. To effectively motivate highly skilled
personnel, we must first understand their basic characteristics. I think that highly
skilled personnel have the following characteristics:
  first, human capital heterogeneity. Most highly skilled personnel with rich and
unique knowledge, skills and experience, they occupy a special means of production,
and the need to develop different from ordinary human capital incentives.
  second, stronger sense of independence. As the scarcity of highly skilled
professionals have the skills of the capital, they often need more than the average
employee has some rights of autonomy and space, need flexible pay system requires
human and flexible management.
  third, a strong desire for self-realization. Compared with ordinary skill class talent,
highly skilled care more about the realization of its value, and strongly hope that the
community respect and recognition; they attach great importance to the improvement
of their skills, experience the rich and the future career development; their own human
capital accumulated, enhance the ability of a more general human capital is more
intense needs.
  fourth, higher liquidity preference. As highly skilled special master knowledge, skills
and experience, their pursuit of salaries and benefits and welfare, even to pursue their
own long-term development, that they need hybrid incentives. Once they found that
treatment with the contribution of the current environment is not equivalent to or no
longer suitable for their own development, they will find another job.
  3. Characteristics of the high demand for skilled personnel. Theorists who needs
abstraction for the material and spiritual needs of two major aspects: (1) material
needs, including ① traditional remuneration: wages, bonuses and benefits; ②
modern compensation: stock options and other technology shares. (2) spiritual needs,
including ① opportunities for personal development: promotion and training; ②
Work: meet the personal interest, challenging, full of sense of achievement, etc.; ③
working environment: teamwork, decision-making, work and other targeted. The
demand for highly skilled nothing more than material and spiritual needs of two broad
categories. The difference is that in general the material needs of ordinary workers
mainly spiritual needs secondary. The highly skilled personnel is a material and
spiritual needs of cross-mixing, the spiritual needs under certain conditions may be
more prominent. Moreover, in the knowledge economy, the value of contributions to
employees vary widely, the value of return difference as great. As the individual
talents and social differences on the knowledge needs, the demand for highly skilled
model is no longer able to fully use Maslow's needs from low-to high-level features to
measure. Highly skilled cross-hybrid demand is mainly expressed as physical needs
and spiritual needs are intertwined and interwoven, that material needs to meet the
spiritual needs to achieve the foundation is to meet the spiritual needs further
distillation of material needs, physical demand includes psychological factors,
spiritual needs Youyi material for protection. Moreover, the material and spiritual
needs are interdependent and indivisible, no clear boundaries distinguish between the
two, in many cases is even difficult to distinguish the physical needs or spiritual needs.
For example, wages and benefits not only to highly skilled personnel provide the
survival and development of material conditions, but they are more than just a 物, but
also identity, status symbol and sign to career success, is social values. This material
needs and spiritual needs of cross-cutting and penetration of the general staff of the
needs of more than significant cross-hybrid characteristics.
 highly skilled personnel to fully understand the cross-hybrid demand characteristics,
the author tries to inspire the spirit of material incentives and the establishment of a
vertical plane for the variable axis, and introduce the concept of incentive
combination to represent the organization to more highly skilled personnel kinds of
incentives, including wages, benefits and other material factors, achievement, respect,
promotion and other psychological factors, including "chief employee" This material,
spiritual mixed incentives. Coordinates of each point corresponds to an incentive
portfolio. Highly skilled personnel for material incentives, mental stimulation and
mixed the material and spiritual preferences of different incentives. At the same time,
we also introduce the economics of consumer product preferences three assumptions:
(1) highly skilled personnel to determine what incentives he preferred combination, or
that there is no difference between the two; (2) the preference for high-skilled
personnel is transitive; (3) highly skilled personnel are always like more incentive.
Then, with the indifference curve to represent the material incentives of highly skilled
personnel, material and spiritual spiritual motivation, and mixed excitation of
preferences (see Figure 1).

 indifference curve that can give employees an incentive to bring the same
satisfaction combination Locus. Preference for high-skilled personnel in the known
condition, assuming they are rational, that they would climb the highest indifference
curve. However, highly skilled individuals can achieve the highest indifference curve,
to be bound by his own ability. Introduction of capacity constraint (as shown by
CAD), said the ability of highly skilled personnel in the case of established enterprises
as highly skilled professionals willing to provide various incentive combinations.
Indifference curve according to the nature and effectiveness of highly skilled
professionals seeking to maximize the assumption that capacity constraints in any
other point line indifference curve below the tangent line with capacity constraints
indifference curve, so its effectiveness is also low. Highly skilled personnel will be
selected according to their own preferences to provide incentives for business
combination, although ultimately the degree of satisfaction by its own capacity
constraints, but if the business for high-skilled personnel to design effective incentive
mechanism to develop targeted incentives provide enough to meet their preferred
combination of attractive incentives, high-skilled personnel will strive to improve
their ability to fight for access to the greatest degree of satisfaction for their incentive
portfolio.

 2, Chinese enterprises motivate highly skilled personnel in the existing main
drawbacks

 Chinese enterprises on encouraging highly skilled efficient there are major
drawbacks:
 1. on the lack of correct understanding of highly skilled personnel. China since
ancient times, "All things are beneath contempt, only education is" the old saying, but
"one who govern people, labor people who ruled," even when the general standards of
behavior of young career. In such a historical and cultural edification and under the
influence of traditional ideas, young people have all their test into university, as a
"one who" for the sake and glory. Here under the control of the viewpoints of young
people all their work in management and technology as the ideal career choice,
coupled with our understanding of many business professionals are still
misunderstandings, there are deviations in use, they often re-qualifications, experience
and light of knowledge, ability and performance, talent and always will be highly
educated, high titles simple and mechanically equated. Mechanics, technicians, cadres
and lower revenue management, even the scarcity of valuable highly skilled personnel,
wages, welfare, housing and other treatment are often not as the same level
management personnel. In this way, employees prevalent when workers "no prospects,
nothing, no future", learning technologies, engaging skills "lose" mentality. It is the
prejudices of society, enterprises Thank you for reading this article from [worry
document] www.5udoc.com collection and sorting, to thank the original author.
Industry cold, causing a serious shortage of highly skilled and interrupted.
  2. Salary and contribution of asymmetric treatment. In most companies, highly
skilled personnel and its contribution to earnings is asymmetrical. Their human capital
heterogeneity obviously been neglected, human capital property rights have been
infringed. In addition to its enterprise-based wage and income distribution in cash, the
housing, transportation, communications, insurance, benefits and other forms of
incentives rarely, it is difficult to mobilize the enthusiasm of the human capital.
Moreover, the income structure of highly skilled identical, form a single. In addition,
some enterprises in the blind pursuit of high salary incentives, which means that a
very high price to the company badly needed to hire highly skilled personnel. While
this approach has some effect, but the absolute number of pay increase to a certain
level, its significance may simply be a "digital sign", the marginal utility of incentives
will be decreased gradually. Such incentives not only for high-paid skilled workers
will not achieve long-term incentives, and the company will adversely affect the other
employee groups.
  3. Training orientation, objectives and methods flawed. First, weight
training-oriented management, and light technology. Present in our country, whether it
is house training or training outside the community, the objects were for managers or
business leaders MBA training, a large number of new training materials and courses
are mainly aimed at managers, few can see chaired by the highly skilled technical
experience on promotion, skills upgrading seminars or on-site exchange. Second,
high-skilled personnel re-use, light training. Most of the enterprises there are quick
success of the short-term behavior of skilled workers, technicians, re-use, light
training, no training or even use only. Some companies hired to meet their urgent
needs all kinds of highly skilled personnel, these personnel for posts in
post-employment, business skills, but not in a timely manner in accordance with
timely updates and trends develop skills retraining. According to the Ministry of
Labour and Social Security in April 2005 in 40 cities across the country the situation
of skilled personnel sample survey, the majority of business skills training serious
shortage of inputs, more than half the cost of business skills training for staff
education expenses less than 20%. Among them, the training of technical staff for
education expenses below 20% the proportion of enterprises accounted for 58.5%, the
ratio between 20% -50% of enterprises accounted for 26.9%, the proportion of
enterprises with more than 50% accounted for only 14.6%. Third, training methods,
methods obsolete. Many business-to-technician training methods, methods still in use
decades ago, same old touch-type: the emphasis on teaching theory, practice and
practice areas neglected, resulting in training not achieve the expected results.
 4. Professional certification and evaluation system is not sound and perfect. The
survey found that currently, China's over-emphasis on vocational qualification
certification department cost, ignoring skills training, the community is also common
"money card" phenomenon has reached such a high level resulted in a number of
craftsmen, technicians of not obtaining the appropriate professional qualifications
certification, dampen their enthusiasm. And many people get a certificate without a
real skills, can not do technical work. The existing system of professional certification
and evaluation over a mere formality, high-skilled personnel in the skills of evaluation
management and supervision of the lack of standardized control mechanism, there is
no professional qualification certificate has been made on the mechanics, technicians,
regular appraisal and supervision. Many enterprises also tend to pursue profit
maximization as the goal of skilled personnel is not enough emphasis on vocational
qualifications. A considerable number of enterprises, the staff certificates become
empty talk. Some skilled workers, technicians obtained a high level of professional
qualification certificates, but not reasonably reflected in the distribution. In addition,
the business skills of highly skilled personnel lack of scientific evaluation, did not
establish the vocational ability-oriented and focus on job performance, and focus on
professional ethics and professional knowledge of highly skilled personnel evaluation
system.
 5. Career management unreasonable. In American Behavioral Scientist Road
Lasihuoer that career management is to help employees develop career plans and help
their career development Doha. Enterprises can individual career management,
personal development of staff and organizational needs of closely integrated staff
excellence through the development to achieve business goals. At present, Chinese
enterprises for high-skilled personnel career management is still at an early stage of
exploration, most companies generally adopt the "technology and the Official Career"
approach - that is to work in technical positions transferred to the excellent
management of highly skilled personnel post up when the cadres, this practice is not
all the highly skilled personnel can play a good incentive effect, in some
highly-skilled personnel could be counter-productive, resulting in "Peter principle"
described symptoms. American management expert Peter Principle 劳伦斯丁彼得
(Laurence.J.Peter) have come out of the instance, the specific contents: a staff position
in the original performance as well, will be promoted to higher level positions;
Thereafter, if continued competency, it will be further upgraded to a higher-level
positions, until he can not reach the qualified jobs. "Peter principle trap" the
production was mainly due to inappropriate incentives enterprises and personnel
caused by the promotion system. Then, after staff promotions are not necessarily
accompanied by the performance of constantly rising? Investigation studies the
answer is no, one of which implies a degree of problems and issues vary. Therefore,
managers should adopt the reform and improvement of high-skilled personnel
promotion and incentive mechanisms, effective prevention, "Peter Principle trap."

 third, highly skilled and effective encouraging innovation and its management
Model

 contemporary, motivation theory has formed a relatively complete system, many
scholars, too brilliant to excitation definition, which is representative of Japanese
scholars in the Song Giro that the incentive is to strengthen the fit with the
organizational goals of individual behavior. Shows that the real motivation is the
intermediary through the design of certain mechanisms in order to maximize
individual and organizational goals in line stimulate personal spiritual power, so that
they have initiative, enthusiasm and creativity, development and utilization of its
human resources, the work process in the labor play the largest role. From the
incentive point of view, not to meet the needs of employees is a prerequisite for an
effective incentive to meet the needs of employees can stimulate interest in their work,
improve their working attitude, promote their learning, thus enhancing the ability to
work.
 1. Highly skilled and effective encouraging premise. According to the demand
characteristics of highly skilled, highly skilled personnel to work with the correct
guidelines for high-skilled personnel to implement effective incentive premise. I try
DAC plans for high-skilled personnel and effective incentives are explained.

  Figure 2, each letter stands for:
  D: Demand tasks (business-to-skilled personnel requirements)
  A: Attitude Attitude / interest
  C: Capability ability of highly skilled
  W: Win-Win win-win (win) Regional
  D ring definition: D refers to the management of highly skilled personnel to specific
job requirements and tasks assigned. D ring involved behind the corporate culture,
organizational structure and job design factors, applicable to enterprises in different
industries and different mental states of highly skilled personnel.
  A ring definition: A is the attitude. Attitude can be formed through the study, it has a
tendency, and constitute a consistent response. The attitude of high-skilled personnel
and corporate culture, highly skilled personal values, interests, job satisfaction and
working capacity are closely related. A ring for the enterprise incentive system, salary
structure.
  C ring defined: C is the capacity of highly skilled personnel. Capacity mainly by
both intelligence and physical composition. It can be congenital, it can be learned.
Capacity is defined to include knowledge or understanding ideas, experience, grasp of
the skills and the ability to work stress tolerance.
 manager from the business point of view, the ideal state is D, A, C three-ring overlap,
W will be the biggest range, best interest of the business. However, D, A, C ring are
constantly in flux, so D, A, C completely overlap is difficult to occur.
 first, only DA in the case of intersecting rings may be a lack of capacity of highly
skilled professionals, managers, through skills training, options, incentives and other
incentives to increase the effective work of highly skilled human resources capacity C.
When the high-skilled personnel have clear guidelines D ring, A ring of intense
interest in the work, they would have the skills to improve self-learning and
experience, to advance to the DA ring C ring.
 second, only DC in the case of intersecting rings, may be highly skilled personnel do
not like or unwilling to engage in work now, at this time, the manager should be
highly skilled personnel understand the reasons for wanting to improve their interest
in the work to improve their work attitude, and to reach a consensus, the A ring to
promote to DC Central.
 third, the only AC in the case of intersecting rings may be management errors, vague
guidelines, supervision wrong, or business to have a surplus.
 using DAC chart, analyze their relations to the ring, making for enterprise managers
to provide a reference. Thank you for reading than this article from [worry document]
www.5udoc.com collection and sorting, to thank the original author. For example,
work attitude depends on the company's mission to deliver highly skilled personnel
and their ability to work. The increase in personal capacity and increase interest in
work, and expand the scope of the task. Conversely, when the nature of the tasks and
requirements of the ambiguous, even if we have positive work attitude, it will also
affect the performance of high skilled personnel. If the company only highly skilled
personnel to enhance the knowledge and skills, while ignoring capacity, once the ring
unceasingly expanded, highly skilled personnel but will be overloaded, leading to
even offset the decline in performance. Thank you for reading this article from [worry
document] www.5udoc.com collection and sorting, to thank the original author. /
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