In knowledge-based enterprises, employees are not limited to seeking material satisfaction, but more importantly, an emotional psychological tacit understanding. The following is a research paper on the characteristics of employees in knowledge-intensive enterprises that I collected for you. Welcome to read the reference.
As knowledge-intensive enterprises, real estate development enterprises are generally short and pithy in staffing. As knowledge management talents, the labor relations management of real estate development enterprises is mainly to retain talents, create development space for them and provide a good career. Based on this, the author puts forward some countermeasures to improve labor relations in real estate development enterprises by analyzing the characteristics and mobility of knowledge workers in real estate development enterprises.
Keywords: real estate development enterprises to improve labor relations
As a knowledge-intensive enterprise, real estate development enterprises are short and pithy, and they are knowledge-based management talents. Through years of working experience in labor relations management in this enterprise, the author believes that, unlike other types of enterprises, the focus of labor relations management in real estate development enterprises is mainly to retain talents, create development space for them and provide a good career.
First, the characteristics and flow analysis of knowledge workers in real estate development enterprises
1. Characteristics of knowledge workers
Using behavioral science to analyze the characteristics of knowledge workers is:
(1) The starting point of egoism is higher than that of non-knowledge workers, and more people pursue spiritual enjoyment and other interests to meet their social needs, respect needs and self-realization needs.
(2) Knowledge workers have a high sense of social responsibility and often coordinate their personal goals with the overall goals of the organization and society.
(3) Knowledge workers are not only groups with knowledge, but also groups who are good at learning and actively improving their skills, so they are more willing to make a win-win choice for the overall development of the organization and society.
From the psychological point of view, the characteristics of knowledge workers are as follows: ① Knowledge workers have clearer goals, regard work as a way to give full play to their expertise, pursue and achieve their careers, and care about the realization of their own values and social recognition. ② Knowledge workers require the integrity and independence of job responsibilities and contents, tend to have a relaxed, flexible, highly democratic and highly autonomous working environment, pursue autonomy, individuality and diversification, and pay attention to self-management. ③ Knowledge innovation ability is the most important feature of knowledge workers.
2. The mobility characteristics of knowledge workers
(1) What they pursue is lifelong employability, not lifelong employment rice bowl. In order to update their knowledge, they are eager to get education and training opportunities and realize value-added through mobility.
(2) They constantly pursue knowledge exploration and career development; Achieve your own goals while achieving your business goals, and then flow.
(3) Knowledge economy shortens the obsolete cycle of knowledge, and the pull of knowledge workers to acquire new knowledge faster is increasing.
(4) Strong willingness to flow and low loyalty.
Second, measures to improve the labor relations of real estate development enterprises
The characteristics of knowledge workers in real estate development enterprises determine the particularity of labor relations in real estate development enterprises. In my opinion, improving the labor relations of real estate development enterprises should start from the following aspects.
1. Innovative talent gathering mechanism
In knowledge-based enterprises, knowledge workers are more inclined to enterprises that can better realize their own values because of their strong willingness to flow, so how to retain and gather talents has become the key to the better development of enterprises.
(1) Gather talents with great cause. In knowledge-based enterprises, knowledge-based employees value the realization of personal value and the future development space of enterprises. Therefore, if an enterprise really wants to retain and condense talents, it must fully consider employees' development will and career design in strategic innovation, and establish a * * * vision for each employee with an exciting development blueprint, so that they can fully feel the grand development prospects of the enterprise and their own broad development space, and form a powerful "magnetic field" to condense talents.
(2) Cohesing talents with healthy and progressive culture. Corporate culture is an atmosphere, an idea and a spirit. There is power in culture. The core of culture is people's social values. It includes people's thoughts, beliefs, morality, psychology, emotions and so on. It shows different concrete forms at different social levels and under different social and historical conditions. Cultural factors in labor relations mainly refer to people's understanding and judgment of each other's value relations in labor relations and the way to deal with each other's relations. Corporate culture has the functions of cohesion, guidance, integration and restraint, which constitutes the centripetal force of the enterprise. Through a positive, healthy and progressive culture, we will create a cultural atmosphere for knowledge workers to realize their self-worth, so as to achieve the purpose of condensing talents.
Real estate development enterprises should have a unified culture, vision and value communication system from top to bottom within the company. Let everyone have a sense of belonging and instill such a culture in employees in their daily work. The result of thorough research is that the contradiction between labor and capital has been well controlled, and employees are proud of the enterprise, thus avoiding the contradiction between labor and capital.
(3) To unite talents with unpretentious emotions. Modern enterprises pay more and more attention to the balanced relationship between rationality (quantitative management) and sensibility (principled guidance) in management, that is, the complementary relationship between emotion and ruthlessness. In knowledge-based enterprises, employees are not limited to seeking material satisfaction, but more importantly, an emotional psychological tacit understanding. In essence, the psychological tacit understanding of emotion is actually a kind of spiritual communication between enterprises and employees. Establishing harmonious labor relations through communication is not only the theme of the times, but also the requirement of China's current social reality.
2. Establish a scientific salary system
Salary and welfare are the most important factors that affect the labor conflict in real estate development enterprises. The survey found that at present, the overall level of wages and bonuses of most real estate development enterprises is also low, and the incentives are not enough. Therefore, when determining the enterprise wage standard,
(1) It is necessary to formulate a relatively reasonable salary standard through salary survey to reduce conflicts and retain talents.
(2) Improve the performance appraisal system and establish a floating salary system linked to performance, which can adopt the salary system of basic salary plus performance salary. For example, our company has established a salary incentive system with the orientation of "keeping people with treatment, keeping people with career and keeping people with culture": treatment is the most direct and effective means to attract talents, but it is worth pointing out that salary is by no means the only means to attract talents. Therefore, while improving the salary system, our company provides employees with multi-dimensional incentives including welfare, career development opportunities, training, challenging work and encouraging employees to participate in management.
(3) according to the enterprise's own situation, set up various bonuses, such as work innovation award, rationalization proposal award, overtime award, saving award, special contribution award, etc. For example, according to the characteristics of enterprises, our company has formed a set of more scientific, reasonable and operable performance appraisal system through repeated practice. The company implements the system of fixed personnel and fixed salary. The general principle of fixing posts and salaries is that each department will make corresponding post setting and salary arrangement according to the adjustment of functions on the premise that our company has approved a certain total salary. Our company optimizes the existing positions according to its own development, analyzes the positions, forms a job description, defines the responsibilities, tasks, work objectives, working environment, conditions and entry requirements of each position, and sets the salary according to the position, so that employees can freely compete for positions according to their own conditions, and those who are capable can go up and those who are mediocre can go down. After the implementation of personnel and posts, each employee has clearly defined his scope of responsibilities, from passive work in the past to active work.
(4) In terms of welfare protection, real estate development business owners can alleviate or reduce labor-capital conflicts by improving various welfare measures for employees. The specific measures are as follows: First, implement supplementary wages and benefits. Employees can still get paid during a certain vacation period; Second, implement insurance benefits. When employees are injured, they should provide timely compensation and medical treatment, and handle social insurance for employees; Third, the implementation of retirement benefits. Employees can enjoy pension insurance and other benefits when they retire.
3. Create a good business environment
The working environment not only refers to the environment and conditions of the workplace, but also includes the atmosphere of the enterprise organization. A stable and harmonious labor-capital relationship cannot be separated from a democratic, equal and open organizational atmosphere. Owners of real estate development enterprises should properly disclose some business information, so that employees or employee representatives can participate in the decision-making with employees' interests. Employees can participate in enterprise management by setting up self-management groups, attending some meetings of enterprises, expanding their work scope and enriching their work tasks. With a certain voice and influence on the enterprise, employees are willing to take on more responsibilities and work more enthusiastically, which is in line with the long-term interests of the enterprise and is conducive to the formation of harmonious labor relations.
4. Rational use of spiritual incentives
According to Maslow's hierarchy of needs, human needs are hierarchical. When material needs are met, people pay more attention to higher spiritual pursuits such as self-esteem and self-realization. People not only work for money, but also hope to have harmonious interpersonal relationships and realize their own values. Therefore, real estate development enterprises should improve material incentives and properly use spiritual incentives. Employers should establish a good "psychological contract" with employees, actively cultivate and improve employees' sense of organizational belonging, ownership and organizational loyalty, and create a relaxed and harmonious interpersonal relationship and a cultural atmosphere of continuous progress and innovation. Based on financial resources, many real estate development enterprises may not be able to provide their employees with higher salaries. If we can make more efforts on the spiritual incentive mechanism, we can enhance employees' organizational commitment and improve employees' satisfaction, thus reducing the contradiction between labor and capital and bringing vitality and vitality to the development of enterprises.
5. Pay attention to staff training.
With the development of society, human capital plays an increasingly prominent role in promoting economic growth. Owners of real estate development enterprises should actively adapt to the current situation and provide employees with opportunities for learning and training. For ordinary employees, we should pay attention to improving their cultural quality, combine their own work with training and improve their basic skills. Technicians can be trained through full-time study and study abroad, giving them as many opportunities as possible to learn and apply new knowledge. These training plans of enterprises should let employees know, let employees feel that they have opportunities for development in enterprises, improve employees' satisfaction and reduce labor-capital conflicts.
References:
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[2] Tang. Summary of labor relations research in recent years [J]. Journal of Ningbo Party School, No.5, 2006, No.21page
[3] Ge, Sun Weinian. The Construction of New Labor Relations in China during the Transitional Period [J]. Business Times, 2006 (3 1), p. 12.
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