中国中小软件企业人力资源管理研究.doc

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1、上海交通大学本科毕业论文Study on HRM of Small and Medium-sized Chinese Software Enterprises 学 生： 学 号： 专 业： 商务英语导 师： 学校代码： 上海交通大学网络学院二九年十月上海交通大学本科毕业论文 Study on HRM of Small and Medium-sized Chinese Software Enterprises 毕业论文声明本人郑重声明：1、此毕业论文是本人在指导教师指导下独立进行研究取得的成果。除了特别加以标注和致谢的地方外，本文不包含其他人或其它机构已经发表或撰写过的研究成果。对本文研究做出重

2、要贡献的个人与集体均已在文中作了明确标明。本人完全意识到本声明的法律结果由本人承担。2、本人完全了解学校、学院有关保留、使用学位论文的规定，同意学校与学院保留并向国家有关部门或机构送交此论文的复印件和电子版，允许此文被查阅和借阅。本人授权上海交通大学网络教育学院可以将此文的全部或部分内容编入有关数据库进行检索，可以采用影印、缩印或扫描等复制手段保存和汇编本文。3、若在上海交通大学网络教育学院毕业论文审查小组复审中，发现本文有抄袭，一切后果均由本人承担（包括接受毕业论文成绩不及格、缴纳毕业论文重新学习费、不能按时获得毕业证书等），与毕业论文指导老师无关。作者签名： 日期： 二九年十月二日Ackn

3、owledgementsI owe profound debt of gratitude to those who have afforded kind assistance to me during my writing, as this thesis would never have been possible without their help. My deepest gratitude goes first and foremost to my supervisor, Ms. Wang Limei，for her sense of responsibility, enlighteni

4、ng guidance, and great patience during the whole course of my writing.I would also like to express my sincere appreciation to my colleagues for their constant inspiration and encouragement during my studying at Shanghai Jiao Tong University. Besides, I am especially grateful to my partner Mr. Lin Ji

5、anhua who undertook most of my job in order that I could have more time in preparing my thesis. Last but not least, I would like to take this opportunity to express my deepest thanks to my beloved family for their perpetual support and considerations which motivate me to stick to the last moment.摘 要

6、2009年8月19日，国务院总理温家宝主持召开国务院常务会议，研究部署促进中小企业发展。会议指出，中小企业是我国国民经济和社会发展的重要力量。促进中小企业发展，是保持国民经济平稳较快发展的重要基础，是关系民生和社会稳定的重大战略任务。其中重点指出：“支持中小企业在科技研发和软件开发、网络动漫等新兴产业发展”。软件产业是我国电子信息产业中增长快、潜力最大的产业。中国软件产业发展到今天，已经初具产业规模，但与国际软件业领先水平相比还有很大差距。专家指出，中国软件业要形成规模化经营，赶超世界一流水平，首先要解决的就是软件企业在人力资源管理上的瓶颈。由于中小型软件企业占我国软件企业总数的80%以上，而

7、人才又是软件企业的第一生产力，因此合理解决中小型软件企业在人力资源管理上的问题将有助于我国软件产业的蓬勃发展，从而推动我国经济的快速发展。论文的第一章主要介绍了目前我国中小型软件企业的现状以及人力资源管理方面所面临的一些问题，如人才流失、员工缺乏士气等。第二章主要讨论了针对企业在人力资源管理问题上的若干应对措施，譬如如何留住人才、员工激励措施等。而第三章重点阐述了企业的发展之道，比如重视企业文化，发挥团队的力量等。在第四章，引用2个案例剖析了软件企业的人力资源管理之道。关键词：中小型软件企业；人力资源管理；发展之道 ABSTRACTChinese Premier Wen Jiabao pres

8、ided over a State Council executive meeting, on August 19, 2009, to discuss and dispose the tasks concerning the development of small and medium-sized enterprises (SMEs). It was noted that SMEs are Chinas important force of domestic economy and social development. Promotion of SMEs development is an

9、 important basis to maintain stable and rapid development of the national economy, as well as a major strategic task for the relationship between peoples livelihood and social stability. It focused on: “supporting for SMEs in science and technology R & D and software development, web animation and o

10、ther emerging industries.The software industry, the fast-growing and the greatest potential industry among Chinas electronic information industry, makes a significant contribution to the national economy. Todays Chinese software industry has been taking shape, but it still remains a big gap in compa

11、rison with leading international software industry. Experts point out that if Chinas software industry plans to form a large-scale operation and catch up with world-class level, while its primary task is to address human resource management (HRM) bottlenecks. As small and medium-sized software enter

12、prises (SMSEs) accounted for more than 80% of the total number of software enterprises in China and talents are regarded as the primary productive force, so properly addressing the HRM issueswill contribute to the boom of Chinas software industry development, thus promoting the rapid development of

13、Chinas economy.In the paper, the first chapter introduces the current status of Chinas small and medium-sized software enterprises, as well as some of the problems faced, such as brain drain, low morale of employee and so on. The second chapter primarily discusses certain measures adopted to address

14、 the problems of HRM, such as talent retention, employee incentive measures. The third chapter focuses on the strategies of further development, such as creating entrepreneurial culture, exerting team strength. In the fourth chapter, cases are cited to illustrate HRM practices of the successful ente

15、rprises.Key words: Small and Medium-sized Software Enterprises (SMSEs); Human Resource Management (HRM); Strategies Study on HRM of Small and Medium-sized Chinese Software EnterprisesTABLE OF CONTENTSDECLARATION.IACKNOWLEDGEMENTS.IIABSTRACT IN CHINESE.IIIABSTRACT IN ENGLISH.IVCHAPTER 1Overview1.1 Cu

16、rrent Status of HRM in Small and Medium-sized Software Enterprises11.2 Core Competitiveness11.3 Existing Problems and Development Bottlenecks2CHAPTER 2Solutions to Current HRM Bottlenecks2.1 Talents Retention62.2 Human Resource Planning82.3 Performance Evaluation and Motivation112.4 Training and Car

17、eer Development Planning132.4.1 Training132.4.2 Career Development Planning14CHAPTER 3Strategies for Further Development3.1 Building Teamwork Spirit163.2 Cultivating Entrepreneurial Culture173.3 Creating Your Own HRM Model19CHAPTER 4Case Studies4.1 HRM Case Study of a SMSE214.2 Case Analysis of a Ve

18、ry Successful Enterprise23CHAPTER 5ConclusionBIBLIOGRAPHY27VChapter 1 Overview1.1 Current Status of HRM in Small and Medium-sized Software EnterprisesIn comparison with those traditional companies such as manufacturing companies, software enterprises belong to the knowledge-intensive industry and th

19、erefore it is essential for the large-scale investment in human resource rather than in plants and equipments. In this context, talents are vital to the survival and success of a software enterprise, especially to a small and medium-sized software enterprise (SMSE). A SMSE is less competitive, in re

20、cruiting and retaining employees, than a big software enterprise as a result of lacking funds and relevant human resource management (HRM) practical experience. Statistics show that small and medium-sized software enterprises (SMSEs) are the leading force of Chinas software industry, with approximat

21、ely 80% of the total number of Chinas software enterprises. However, most of the SMSEs have a short life-span due to their shortcomings in HRM, such as brain-drain, high turnover rate or low working performance of employees, and so on. Hence, the quality and level of HRM will directly restrict the d

22、evelopment of a software company in a narrow sense and will accordingly hinder the development of Chinas software industry in a broad sense as well.1.2 Core CompetitivenessWith Chinas entrance to WTO, we software enterprises are facing fierce competition not only from domestic competitors, but also

23、from the overseas competitors. As we all know that India is world-renowned for the software outsourcing service and it has beyond dispute been to the second-largest software industry in the world next only to the United States. Bill Gates once said: “the future development center of Asias IT industr

24、y is bound to be located in India.” When a number of India software enterprises poured into Chinas IT market; when our native software enterprises encountered threat of survival; what shall we do? A Chinese delegation to India for study unraveled the crux of the problem which curbed the development

25、of our native software enterprises. Studies show that India boasts its software industry in terms of a growing talent base and advanced software developing pattern. Undoubtedly, advanced software developing pattern is on the basis of talents. If there is no talent, there will be no advanced technolo

26、gy either. Furthermore, talent management is just a part of HRM. Consequently, we shall draw a conclusion that the core-competitiveness of a software enterprise is involved with HRM. Effective HRM should focus on talent retention, performance evaluation, employee training and developing, employee mo

27、tivation and so forth, which are essential elements to enhance core-competitiveness of a software enterprise.1.3 Existing Problems and Development Bottlenecks With the development over the past decade, Chinas software industry has been becoming to take shape, but we still have a long distance to go

28、to reach or overtake the international leading level of the software industry. In order to boost the further development of Chinas software industry, we must first address the major HRM bottlenecks and problems existing in SMSEs. We must understand that each of the HRM issues is not a single existen

29、ce. They might link to each other, and interact with each other as well. (As shown in Fig.1.3) Figure 1.3 Major HRM Issues Interacting with Each OtherUnreasonable Performance Evaluation SystemMajor Issues of HRMThe Lack of Strategic HR PlanningBrain-drain 1) Devoid of Employee Motivation2) Taking No

30、 Account of Career Planning and Development for Employeesl Brain DrainNowadays, quite a number of software enterprises are suffering brain drain of talented employees, and the direct causes are boiled down to the following aspects. Firstly, the majority of SMSEs frequently havent sufficient funds to

31、 satisfy their employees expectations in terms of salary and welfare. Once lured by more attractive salary and welfare, some employees will choose to quit the current job without hesitation. Secondly, employees of a SMSE usually bear more working pressure because of staff shortage, which means that

32、certain work undertaken by each of them is equivalent to what is undertaken by two or three person in a big company. In addition, employees of SMSEs have to, from time to time, work overtime, sometimes with no exception of weekends and holidays. Thirdly, due to lack of communication, misunderstandin

33、g existing between superiors and subordinates will bring about uncoordinated co-operation, and eventually result in demission of talented employees. Finally, employees will lose morale and sense of belonging if they are treated without deserved respect, thrust, and recognition. l The Lack of Strateg

34、ic HR PlanningMost of the SMSEs have no clear strategic goals as well as rational HR planning while running their business. They attach more importance to business rather than HR planning. In such cases, issues such as labor surplus or shortage can pose serious challenges for the enterprise. Besides

35、, issues of irrational human resource distribution are the common fault among some software enterprises. For instance, some software enterprises are devoid of Senior R & D talents, but have a surplus of general programmers. On the contrary, others have redundancy of high-level employees, but lack of

36、 average programmers. Furthermore, the issue has become not how many people should be employed, but ensuring that all members of staff are making effective contributions. In the long run, the questions are what skills will be required, and how will they be acquired. Therefore, without strategic HR p

37、lanning, software enterprises will surely be incapable of dealing with any complicate software projects and therefore lose competitiveness. l Unreasonable Performance Evaluation SystemThe purpose of a performance evaluation system is to help an enterprise examine and appraise the performance of its

38、employees, and thereby help the company meet its goals. That is to say, an effective evaluation system is indispensable to an enterprises success. However, a company with an unreasonable evaluation system will discourage its employees, hinder its development, and bring itself to a dead end. An unrea

39、sonable evaluation system embodies the below issues. Firstly, the evaluation is superficial. Some software companies evaluate an employees performance only on his/her attendance and working hours rather than his/her working performance. Secondly, the evaluation lacks fairness. Sometimes, a hard-work

40、ing programmer gets the same score with an average programmer under an irrational evaluation system, and that will surely discourage the hard-working one. Lastly, the evaluation system is inapplicable to an enterprise. Some enterprises fully copy so-called ripe evaluation system from other successfu

41、l companies no matter whether they could take effect. So, it must be highlighted that each software company should have its own evaluation system since its specialty in business mode and background; otherwise, managers feel they do not know how to evaluate performance effectively, and employees feel

42、 they are excluded from the process and that their contributions are not recognized. l Devoid of Employee MotivationMany software enterprises continually face the problems in connection with decreased employee motivation including widespread discouragement, declining morale, and complacency in the c

43、ompany. If allowed to continue, these problems are bound to reduce productivity, earnings, and competitiveness of a company. Besides, some software companies usually motivate their employees simply depending on money. A recent survey found that money is often not the biggest motivator for an employe

44、e. The same study also found that of those who left their jobs: (Source: Sep. 2009.) 30% were unhappy with management and the way they managed 25% felt they received no respect for good work 20% complained of limited opportunities for advancement 15% cited inadequate salary and benefits 5% were bore

45、d with the job 5% cited other reasons (retirement, career change, sabbatical, travel) So, incentive measures must be taken by an enterprise in order to address the above problems. Motivated employees help organizations survive by being more productive, and employee motivation is crucial to software

46、companies everlasting development and sustaining boom. l Taking No Account of Career Planning and Development for Employees A number of SMSEs encounter the issue of high turnover rate of employees. Research has shown that the cause of high turnover rate mostly because of neglecting the importance of

47、 career planning and development for employees. For one thing, some employees who simply dont have clear goals towards their careers and further development. That is to say: they are uncertain with their future and unstable with their careers. Employees in such position will certainly leave you if any lures, such as higher salary or higher position, are accorded by other companies, or even by your rivals. For another, others they do have personal career planning of their own, but their career