员工的心理契约和中国企业人力资源管理的变革

【作者】 张莹；

【导师】 孙成志；

【作者基本信息】 东北财经大学 ， 企业管理， 2003， 硕士

【摘要】 心理契约作为联系员工和组织的心理纽带，对于组织进行有效的人力资源管理有不可估量的作用。作者写作本文的目的在于通过对员工心理契约的动态变化的研究，来完善企业的人力资源管理系统，更有效的实现组织目标。 本文共四部分： 第一部分是心理契约概述。首先，介绍了心理契约的概念。心理契约即雇用双方对雇用关系中彼此对对方应付出什么同时又应得到什么的一种主观心理约定。其次，介绍了心理契约的特点。心理契约具有主观性、不确定性、双向性和动态性的特点。最后，介绍了心理契约与人力资源管理的关系。心理契约和人力资源管理存在着动态平衡关系。 第二部分介绍了中国企业员工传统的心理契约。主要包括四个方面：强烈的集体主义，集体利益高于一切，员工有较高的服从倾向；追求稳定的工作，不希望时刻处于被解雇的担忧之中，需要一种安全和归属感；追求绝对公平，这种公平是以结果来衡量的；学历至上，把文凭作为求职的决定性条件。 第三部分介绍了中国企业员工心理契约的变革。首先，介绍了心理契约变革的原因。主要包括两方面的原因即社会经济环境的变化和人们价值观的变化。其次，介绍了员工心理契约的变革。主要包括四个方面：市场经济运行机制凸现出功利原则的主导地位，员工更加注重从工作中得到的经济利益；强调在工作中能够实现自我价值；以过程和结果的双重标准来衡量公平；注重能力的提高。 第四部分介绍了我国企业人力资源管理的变革。心理契约的变革要求我们对人力资源管理系统中某些与心理契约关系密切，同时随着员工心理契约的变化难以有效发挥作用的部分进行变革，具体可以从以下几个方面入手：建立心理契约动态追踪测量制度以及时了解员工心理契约的变化特点；建立薪酬模式动态选择机制以满足员工对经济利益的需求；进行职业生涯设计以满足员工自我实现的需求；建立双重公平体制以满足员工对公平的追求；实行自我管理式学习以满足员工对能力提高的需求；对员工进行心性开发以引导员工形成正确的心理契约。只有组织的管理者真正认识到心理契约的重要性，认识到心理契约对员工的态度和行为的影响，重视心理契约的建立和维护，才能在人力资源管理甚至整个组织管理中应用好心理契约这一剂良方。更多还原

【Abstract】 As a mental connection of organization and staff, mental bargain is useful to human resources management. The goal of writing this thesis is promoting the level of human resources management and realizing the goal of organization, according to the change of mental bargain.The thesis has four parts.The first part is summary of mental bargain. First, it introduces the development of mental bargain. Mental bargain is a subjective mental agreement, it includes what the two side of employment can give to and get from each other. Second, it introduces the characters of mental bargain. That are subjectivity, indefinite , double-side and variation. Last, it introduces the connection of mental bargain and human resources management. There have a variant balance between mental bargain and human resources management.The second part introduces the traditional mental bargain of Chinese staff. It includes four aspects: Collectivism is very important, the interest of collection is most important, staff tend to obedience; Longing for stable profession, staff will not to worry about being dismissed, they need safeness and belongingness; Staff long for fairness that is judged by result; Record of formal schooling is the most important condition to finding job.The third part introduces change of mental bargain of Chinese staff. First, it introduces the reason of mental bargain ’ s change. There are two reasons that the change of society and economy and the change of valuation. Second, it introduces the change of mental bargain. The change includes four aspects: Utilitarianism is more important in market economy, staff pay more attention to interest; Staff long for realizing the value of themselves; Staff long for the fairness that is judged by result and course; Staff long for promotion of their capacity.The forth part introduces the change of human resources management. Wemust change some part of human resources management according to the change of mental bargain, these part are relating to the mental bargain and they can’t work well now. These change includes: Founding the measuring system of mental bargain so that we can know the mental bargain of staff in time; Selecting the model of salary so that we can meet staff s thirst of interest; Planning the work career of staff so that we can meet their thirst of realizing the value; Founding the double fair system so that we can meet staff s thirst of fairness; Managing the study of themselves so that staff can promote their capacity; Exploiting staff s characters so that they have correct mental bargain Only manager realize the importance and effect of mental bargain and pay more attention to building and safeguarding the mental bargain, we can use the mental bargain correctly in human resources management and organization management.更多还原