基于企业竞争优势的员工关系管理策略

Management Strategy of Employee Relationship Based on Corporate Competitive Advantage

自上个世纪90年代以来,经营环境的变化使得企业传统的员工关系管理范式面临严峻的挑战,本文旨在探讨在竞争环境日趋激烈的情况下,企业如何通过对员工的差异化管理,谋求和维持持续性竞争优势。论文以人力资本异质性假设为研究的逻辑起点,根据人力资本战略价值和独特性这两个维度,把企业员工分为专用型核心员工、通用型一般员工、通用型辅助员工和独特型盟约员工,提出分别采取基于知识的组织承诺管理、基于岗位的生产率管理、基于短期合约的服从管理和基于战略联盟的合作管理等四种员工关系管理模式,以促使员工管理与企业内外环境的契合,藉此赢得竞争优势。

In this study we attempts to explore how to manage employees differentially so that a firm can obtain and maintain sustainable competitive advantage as it confronts complicated and competitive environment. With the assumption of idiosyncratic human capital and according to two dimensions-- value of human capital and uniqueness Of human capital, the paper distinguishes employees into four categories innovatively, that is, firm- specific core staff, generic staff, generic ancillary staff, and unique alliance staff. In contrast with the conventional internal employment mode that is of the same kind to all the employees, we suggest that organization should adopt knowledge-based, job-based, contract-based and alliance-based employment mode to manage the four categories of employees respectively so that the firm can get core competitive competency by matching the employment modes with internal and external environments.