外文翻譯--家族企業(yè)發(fā)展與人力資源管理

1、<p><b>　　中文4980字</b></p><p>　　本科畢業(yè)設(shè)計(jì)（論文）</p><p>　　外文參考文獻(xiàn)譯文及原文</p><p>　　學(xué) 院 經(jīng)濟(jì)管理學(xué)院 </p><p>　　專 業(yè) 工商管理 </p><p>　　年

2、級(jí)班別 </p><p>　　學(xué) 號(hào) </p><p>　　學(xué)生姓名 </p><p>　　指導(dǎo)教師 </p><p>　　年 月 日</p><

3、p><b>　　目 錄</b></p><p>　　1 原文：家族企業(yè)發(fā)展與人力資源管理……………………………………………………1</p><p>　　1 家族企業(yè)發(fā)展階段及其特征……………………………………………………………1</p><p>　　1.1 原始家族企業(yè)階段…………………………………………………………………1

4、</p><p>　　1.2 純粹家族企業(yè)階段…………………………………………………………………1</p><p>　　1.3 泛家族企業(yè)階段……………………………………………………………………2</p><p>　　1.4 現(xiàn)代家族企業(yè)階段…………………………………………………………………2</p><p>　　2 家族企業(yè)面臨人力

5、資源的發(fā)展瓶頸……………………………………………………..3</p><p>　　2.1 繼承人的挑戰(zhàn)………………………………………………………………………3</p><p>　　2.2 引進(jìn)職業(yè)經(jīng)理人的挑戰(zhàn)……………………………………………………………3</p><p>　　2.3 人才危機(jī)的挑戰(zhàn)……………………………………………………………………3<

6、/p><p>　　3 家族企業(yè)人力資源管理策略……………………………………………………………..5</p><p>　　3.1 進(jìn)行組織再造與業(yè)務(wù)流程重組……………………………………………………5</p><p>　　3.2 明晰家族產(chǎn)權(quán),加大激勵(lì)與約束機(jī)制的制度創(chuàng)新力度…………………………...5</p><p>　　3.3 培養(yǎng)繼承人

7、…………………………………………………………………………5</p><p>　　3.4 建立家族企業(yè)成員的退出機(jī)制……………………………………………………6</p><p>　　3.5 引進(jìn)職業(yè)經(jīng)理人……………………………………………………………………6</p><p>　　2 譯文 ：The Development of Family Businesses a

8、nd Management of Human Resource …………….8</p><p>　　1 A family business and its stage of development……………………………………………………8</p><p>　　1.1 The original family business stage……………………………………………………………...

9、8</p><p>　　1.2 Purely family business stage…………………………………………………………………….9</p><p>　　1.3 The Pan-Family Enterprises stage……………………………………………………………...9</p><p>　　1.4 Modern Family Enterp

10、rises stage……………………………………………………………..10</p><p>　　2 And the family enterprises are facing the development of human resources bottleneck…….....11</p><p>　　2.1 The challenges successor………………………………

11、……………………………………….11</p><p>　　2.2 The introduction of professional managers challenges………………………………………11 </p><p>　　2.3 The challenges personnel crisis ……………………………………………………………….12</p><p

12、>　　3 And the family enterprise human resource management strategies…………………………….13</p><p>　　3.1 Recycling organizations and business process reengineering ……………………………….13</p><p>　　3.2 Clari

13、fying the family property………………………………………………………………...14</p><p>　　3.3 Train successors………………………………………………………………………………...14</p><p>　　3.4 Establishment of members of the family enterprises withdrawa

14、l mechanism…………….…15</p><p>　　3.5 The introduction of professional managers ………………………………………………..…15</p><p>　　譯文：家族企業(yè)發(fā)展與人力資源管理</p><p><b>　　摘　 要</b></p><p>　

15、　從家族企業(yè)發(fā)展特征來(lái)看,家族企業(yè)面臨著人力資源發(fā)展瓶頸,主要表現(xiàn)為培養(yǎng)繼承人挑戰(zhàn)、引進(jìn)職業(yè)經(jīng)理人以及建立人才激勵(lì)約束機(jī)制的挑戰(zhàn)。為此,家族企業(yè)需要進(jìn)行人力資源治理結(jié)構(gòu)的變遷,以推動(dòng)家族企業(yè)的快速成長(zhǎng)。</p><p>　　關(guān)鍵詞：家族企業(yè)，人力資源，管理</p><p>　　1 家族企業(yè)發(fā)展階段及其特征</p><p>　　所謂家族企業(yè),是指由家族創(chuàng)業(yè),并且這個(gè)

16、家族成員對(duì)企業(yè)的財(cái)產(chǎn)所有權(quán)擁有主導(dǎo)作用,對(duì)經(jīng)營(yíng)決策權(quán)擁有重要影響的企業(yè)組織。從家族企業(yè)的總體發(fā)展趨勢(shì)上進(jìn)行研究,中國(guó)家族企業(yè)的發(fā)展大致經(jīng)歷了四個(gè)階段。</p><p>　　1.1 原始家族企業(yè)階段</p><p>　　中國(guó)大部分家族企業(yè)處于該階段,其表現(xiàn)形式多為“夫妻店”,實(shí)際上可以稱之為“家庭企業(yè)”。該階段家族企業(yè)規(guī)模一般不大,以小工廠居多,人員幾乎來(lái)自同一家族。但由于市場(chǎng)定位準(zhǔn)確、經(jīng)營(yíng)

17、決策靈活、管理高效,業(yè)務(wù)發(fā)展速度很快。這一階段的特征是企業(yè)的所有權(quán)、經(jīng)營(yíng)權(quán)、管理權(quán)高度統(tǒng)一,企業(yè)的組織機(jī)構(gòu)簡(jiǎn)單,沒(méi)有正規(guī)的人力資源部門,家族企業(yè)主和家族成員依靠經(jīng)驗(yàn)就可以應(yīng)付所有的企業(yè)事務(wù)。</p><p>　　1.2 純粹家族企業(yè)階段</p><p>　　隨著業(yè)務(wù)量的不斷擴(kuò)大、資本積累增多,家族企業(yè)開(kāi)始尋求組織規(guī)模的擴(kuò)大,這一類企業(yè)主要采用人治管理方式,由創(chuàng)業(yè)者掌管大權(quán),次要職位則由其家

18、族成員擔(dān)當(dāng)。這一階段的特征則表現(xiàn)為所有權(quán)與經(jīng)營(yíng)權(quán)的統(tǒng)一,但管理權(quán)部分分離,生產(chǎn)權(quán)則完全分離。有職能部門,其中人力資源部門的作用日漸重要。由于企業(yè)的健康成長(zhǎng),家族企業(yè)主為了延續(xù)企業(yè)的發(fā)展,開(kāi)始著手考慮繼承人的問(wèn)題并由人力資源職能部門有計(jì)劃地培訓(xùn)繼承人,有些創(chuàng)業(yè)元老和家族的知識(shí)已經(jīng)跟不上組織的發(fā)展,有引進(jìn)職業(yè)經(jīng)理人的要求。</p><p>　　1.3 泛家族企業(yè)階段</p><p>　　其表現(xiàn)

19、形式為管理團(tuán)隊(duì)由家族成員加職業(yè)經(jīng)理人構(gòu)成。所謂泛家族化,是指家族企業(yè)通過(guò)結(jié)親、結(jié)友、帶徒等方式將參與長(zhǎng)期交易的部分成員尤其是優(yōu)秀人才納入其家族或“準(zhǔn)家族”網(wǎng)絡(luò),在倫理、情感以及回報(bào)等原則上施以與家族成員相同或相似的行為原則。這一階段的家族企業(yè)的形態(tài)是從人治過(guò)渡到法治,從不規(guī)范的情感管理過(guò)渡到規(guī)范的規(guī)章制度管理,科學(xué)的制度建設(shè)成為其重要特征;在企業(yè)制度上則表現(xiàn)為對(duì)所有權(quán)的絕對(duì)控制,經(jīng)營(yíng)權(quán)與管理權(quán)的部分外化,生產(chǎn)權(quán)的徹底分離。企業(yè)建立了完善

20、的組織結(jié)構(gòu),繼承人順利接管企業(yè),企業(yè)中家族經(jīng)理和外部職業(yè)經(jīng)理共存,家族成員對(duì)企業(yè)實(shí)行控股,決策體現(xiàn)家族意愿,但企業(yè)按照現(xiàn)代公司要求制定管理制度,將內(nèi)部管理納入到規(guī)范化、程序化、科學(xué)化軌道。</p><p>　　1.4 現(xiàn)代家族企業(yè)階段</p><p>　　是家族股份較多但股權(quán)比較分散,同時(shí)經(jīng)營(yíng)權(quán)與所有權(quán)相分離的現(xiàn)代家族企業(yè)階段。家族企業(yè)發(fā)展到這一階段,就面臨選擇經(jīng)營(yíng)者和建立員工股權(quán)激勵(lì)制度

21、的問(wèn)題,而股權(quán)激勵(lì)客觀上會(huì)造成股權(quán)分散化。這一階段的特征表現(xiàn)為所有權(quán)與經(jīng)營(yíng)權(quán)分離,所有權(quán)為家族控制和相對(duì)控制,但經(jīng)營(yíng)權(quán)為非家族成員支配,如福特公司。這一階段,職業(yè)經(jīng)理人、創(chuàng)業(yè)元老都有可能與創(chuàng)業(yè)家族分享剩余索取權(quán),外部資本也有進(jìn)入,企業(yè)產(chǎn)權(quán)由原來(lái)集中在家族內(nèi)部向家族外分散。因中國(guó)改革開(kāi)放才20多年,家族企業(yè)脫去“紅帽”也才不久的時(shí)期,因此,中國(guó)家族企業(yè)大多應(yīng)該還處于初級(jí)階段和中級(jí)階段,完全過(guò)渡到現(xiàn)代家族企業(yè)還需時(shí)間。從家族企業(yè)發(fā)展階段可以

22、概括出家族企業(yè)的規(guī)律性特點(diǎn),即成員的外化、社會(huì)化的程度或者說(shuō)企業(yè)職位的開(kāi)放度提高緩慢?？v觀中國(guó)家族企業(yè)的發(fā)展,能夠進(jìn)入泛家族企業(yè)階段的企業(yè)屈指可數(shù),很多企業(yè)在前兩個(gè)階段就消亡了。從表面上看,技術(shù)、財(cái)務(wù)和市場(chǎng)等問(wèn)題是導(dǎo)致企業(yè)擴(kuò)大失敗的原因,但從深層次的人力資源觀點(diǎn)來(lái)探究,我們會(huì)發(fā)現(xiàn)這些企業(yè)在持續(xù)成長(zhǎng)的過(guò)程中面臨的人力資源的挑戰(zhàn)超過(guò)了企業(yè)主決策能力所能控制的范圍。</p><p>　　2 家族企業(yè)面臨人力資源的發(fā)展

23、瓶頸</p><p>　　當(dāng)家族企業(yè)成功地度過(guò)初建期即原始家族企業(yè)階段,企業(yè)通常處于一個(gè)良好的發(fā)展階段。從美國(guó)學(xué)者克林.蓋爾克西的企業(yè)發(fā)展軸觀點(diǎn)看,純粹家族企業(yè)階段處于擴(kuò)展期,中國(guó)處在這一階段企業(yè)面臨三大人力資源挑戰(zhàn):培養(yǎng)繼承人的挑戰(zhàn)、引進(jìn)職業(yè)經(jīng)理人的挑戰(zhàn)、面臨人才危機(jī)的挑戰(zhàn)。這三大人力資源挑戰(zhàn)是家族企業(yè)發(fā)展的瓶頸,處理的好壞,關(guān)系到家族企業(yè)能否健康發(fā)展。從家族企業(yè)實(shí)踐來(lái)看,許多家族企業(yè)苦心經(jīng)營(yíng)了很多年,但最后還

24、是長(zhǎng)不大反而逐漸衰弱,與其沒(méi)有很好地突破人力資源瓶頸有很大關(guān)系。</p><p>　　2.1 繼承人的挑戰(zhàn)</p><p>　　繼承人接班是大多數(shù)家族企業(yè)最致命的地方。事實(shí)上,有證據(jù)表明,只有30%的西方家族企業(yè)順利傳入第二代,順利傳入第三代只有15%。這說(shuō)明家族企業(yè)準(zhǔn)備將權(quán)力從一代傳給下一代之嫌,正是其最容易受傷之時(shí),交接班進(jìn)程一旦出現(xiàn)失誤,往往會(huì)導(dǎo)致家族失去其對(duì)公司的控制權(quán),嚴(yán)重的可能

25、會(huì)使家族企業(yè)分崩離析。家族企業(yè)面對(duì)的危機(jī)有內(nèi)耗危機(jī)和分裂危機(jī)。</p><p>　　2.2 引進(jìn)職業(yè)經(jīng)理人的挑戰(zhàn)</p><p>　　家族成員的退出往往同時(shí)伴隨職業(yè)經(jīng)理人的引進(jìn),引進(jìn)外部真正的高級(jí)人才,是家族企業(yè)做大做強(qiáng)的必由之路。家族企業(yè)規(guī)模擴(kuò)大后,必須引進(jìn)一定數(shù)量的外部管理人員,特別是有實(shí)踐經(jīng)驗(yàn)的、高層次的管理人才承擔(dān)企業(yè)主要管理崗位的職責(zé),改變主要是家庭成員或家族成員構(gòu)成企業(yè)的經(jīng)營(yíng)管

26、理隊(duì)伍的局面,這也是克服家族經(jīng)營(yíng)決策思維和行為慣性的有效辦法。目前看來(lái),有兩方面的原因使得引進(jìn)職業(yè)經(jīng)理成為家族企業(yè)繼續(xù)發(fā)展面臨的挑戰(zhàn):一方面在家族成員來(lái)看,職業(yè)經(jīng)理人的到來(lái)會(huì)威脅其地位,因此,家族成員或多或少地對(duì)職業(yè)經(jīng)理有一種抵觸情緒;另一方面,由于中國(guó)的信用制度還不完善且職業(yè)經(jīng)理人市場(chǎng)不健全,經(jīng)理人容易產(chǎn)生敗德行為,這也成為引進(jìn)職業(yè)經(jīng)理人的障礙。</p><p>　　2.3 人才危機(jī)的挑戰(zhàn)</p>

27、<p>　　人力資源作為企業(yè)中最重要的資源已被實(shí)踐所證明,為數(shù)不少的民營(yíng)企業(yè)存在年年招同樣崗位的管理和技術(shù)人員卻年年流走的現(xiàn)象。更為嚴(yán)重的是,隨著掌握核心技術(shù)和商業(yè)秘密的員工離去,甚至跳槽到競(jìng)爭(zhēng)對(duì)手企業(yè)或另起爐灶,使一些家族企業(yè)的生產(chǎn)活動(dòng)遭受極大困難,有些企業(yè)從此一蹶不振?？傊?許多家族企業(yè)就是處在這種一方面非常需要人,另一方面又招不到人、留不住人的困境中。</p><p>　　3 家族企業(yè)人力資源

28、管理策略</p><p>　　隨著知識(shí)經(jīng)濟(jì)時(shí)代的到來(lái),生產(chǎn)力的提高越發(fā)依賴于腦力勞動(dòng)和知識(shí),人力資源已成為企業(yè)獲得競(jìng)爭(zhēng)優(yōu)勢(shì)的關(guān)鍵性資源。因此在家族企業(yè)研究企業(yè)目標(biāo)和戰(zhàn)略時(shí),應(yīng)同步思考未來(lái)人力資源的配置,并從戰(zhàn)略發(fā)展角度來(lái)研究人力資源的開(kāi)發(fā)、培訓(xùn)和使用,使人力資源成為企業(yè)的核心資源。通過(guò)對(duì)這種核心資源的動(dòng)態(tài)經(jīng)營(yíng)和開(kāi)發(fā),實(shí)現(xiàn)人力資源管理的價(jià)值創(chuàng)造功能,以此強(qiáng)化企業(yè)的人力資源競(jìng)爭(zhēng)力。</p><p&

29、gt;　　3.1 進(jìn)行組織再造與業(yè)務(wù)流程重組</p><p>　　進(jìn)行組織再造與業(yè)務(wù)流程重組提升人力資源管理的內(nèi)部環(huán)境。企業(yè)的目標(biāo)、戰(zhàn)略、員工背景和外部環(huán)境等都在隨時(shí)變化,組織結(jié)構(gòu)也必須不斷更新,以適應(yīng)人盡其才、物盡其用的需要,進(jìn)而維護(hù)組織與環(huán)境的和諧關(guān)系。根據(jù)研究,當(dāng)組織規(guī)模增大、環(huán)境變動(dòng)性和復(fù)雜性較高時(shí),低集權(quán)而高參與的扁平型或網(wǎng)絡(luò)型組織更加具有適應(yīng)性,富有生產(chǎn)效率;同時(shí)組織成員由于擁有更大的控制權(quán),更廣泛的

30、信息和密切的互動(dòng),導(dǎo)致了員工工作滿意度和多樣化技能的提高。高層管理者由于授權(quán)下屬可以節(jié)省時(shí)間進(jìn)行全局的戰(zhàn)略管理,減少多余的內(nèi)部監(jiān)督,致力于監(jiān)督外界的變化,有助于提高戰(zhàn)略管理的有效性。業(yè)務(wù)流程重組是對(duì)相關(guān)業(yè)務(wù)的一體化或市場(chǎng)化,這種有機(jī)組織對(duì)新思想和錯(cuò)誤有更大的容忍力,適于共擔(dān)風(fēng)險(xiǎn)、相互支持與信任的企業(yè)文化的生長(zhǎng),同樣為業(yè)務(wù)流程重組提供了推動(dòng)力。</p><p>　　3.2 明晰家族產(chǎn)權(quán),加大激勵(lì)與約束機(jī)制的制度創(chuàng)新

31、力度</p><p>　　隨著家族的繁衍和家族成員價(jià)值觀的沖突,家族集體產(chǎn)權(quán)的性質(zhì)會(huì)成為家族沖突的根源,做到“親兄弟、明算賬”,可以確保產(chǎn)權(quán)的激勵(lì)與約束作用不會(huì)隨時(shí)間而流失。員工激勵(lì)根據(jù)對(duì)象不同區(qū)別對(duì)待。對(duì)于一般員工,自由競(jìng)崗與逐級(jí)聘用,根據(jù)勞動(dòng)合同制實(shí)施辦法,落實(shí)上崗聘用制。提倡自由競(jìng)崗,將合適的人員流動(dòng)到合適的崗位。對(duì)高層管理人員,由于被激勵(lì)者的個(gè)人特點(diǎn)與面臨的社會(huì)環(huán)境不同,所以激勵(lì)模式有別于針對(duì)普通員工的模

32、式,采用年薪制、股票期權(quán)激勵(lì)制度,重視企業(yè)戰(zhàn)略優(yōu)勢(shì)的建設(shè),把實(shí)現(xiàn)自身利益最大化與企業(yè)股東以及其它相關(guān)者利益最大化行為統(tǒng)一起來(lái)。</p><p><b>　　3.3 培養(yǎng)繼承人</b></p><p>　　家族企業(yè)要延續(xù),必須有一個(gè)強(qiáng)有力的組織。繼承人的選擇方式一般有以下三種：血緣關(guān)系、親緣關(guān)系和建立現(xiàn)代企業(yè)繼承人制度。為了家族企業(yè)的延續(xù),家族企業(yè)主及家族確定1-4名優(yōu)

33、秀的家族候選繼承人,人力資源部門根據(jù)候選繼承人的興趣、愛(ài)好、個(gè)性等安排他們合適的專業(yè)學(xué)習(xí);為候選繼承人設(shè)定一個(gè)崗位,幾名高層經(jīng)理輪流對(duì)候選人進(jìn)行培訓(xùn);人力資源部門應(yīng)當(dāng)不斷地將候選人的學(xué)習(xí)、工作狀況等不斷地反饋給企業(yè)決策者。經(jīng)過(guò)一段時(shí)期的考察后,人力資源部門對(duì)繼承人在考察期內(nèi)的績(jī)效做出報(bào)告給企業(yè)決策者,由企業(yè)決策者綜合人力資源部門及參考高層管理者的意見(jiàn)確定家族繼承人。同時(shí),對(duì)于落選者,如果其能力較強(qiáng),同時(shí)愿意留在企業(yè)中,就培養(yǎng)成為家族經(jīng)理

34、;如果不愿意留在企業(yè),就退出,這也是后面的家族成員退出機(jī)制中所采用的方法。</p><p>　　3.4 建立家族企業(yè)成員的退出機(jī)制</p><p>　　家族成員從企業(yè)經(jīng)營(yíng)決策中陸續(xù)退出,事實(shí)上是家族企業(yè)由業(yè)主制這樣一種簡(jiǎn)單組織形式向現(xiàn)代企業(yè)制度轉(zhuǎn)化的過(guò)程,也是企業(yè)在全社會(huì)范圍內(nèi)整合資源,利用資源能力不斷提高的過(guò)程。從世界范圍來(lái)看,已有不少的家族企業(yè)順利地轉(zhuǎn)變?yōu)橐云跫s和財(cái)產(chǎn)為基礎(chǔ)的社會(huì)企業(yè),

35、退出機(jī)制建立的越早,轉(zhuǎn)型的阻力就越小。對(duì)于那些在知識(shí)和能力上跟不上企業(yè)新業(yè)務(wù)發(fā)展需要的家族成員和創(chuàng)業(yè)元老,要做到妥善分流。對(duì)于個(gè)人發(fā)展后繼乏力的創(chuàng)業(yè)元老,可以考慮讓他們擔(dān)當(dāng)督導(dǎo)工作,給他們較高的待遇,慢慢地使他們從家族企業(yè)中淡出;對(duì)年輕的家族成員,鼓勵(lì)他們進(jìn)一步學(xué)習(xí)深造,或是安排他們?nèi)e的公司,尤其是知名的公眾公司工作,以提高個(gè)人素質(zhì)和實(shí)際工作能力;對(duì)于能力較強(qiáng),有創(chuàng)業(yè)沖動(dòng)的家族成員也可另設(shè)一筆資金,讓他們自己投資經(jīng)營(yíng),自己發(fā)展。<

36、;/p><p>　　3.5 引進(jìn)職業(yè)經(jīng)理人</p><p>　　家族企業(yè)發(fā)展到一定階段,就必須考慮建立領(lǐng)導(dǎo)團(tuán)隊(duì)的問(wèn)題了。對(duì)于家族企業(yè)來(lái)說(shuō),進(jìn)入純粹家族企業(yè)發(fā)展階段后,就可以考慮引進(jìn)職業(yè)經(jīng)理,注重通過(guò)“泛家族化”等關(guān)系治理的方式培育職業(yè)經(jīng)理對(duì)企業(yè)的誠(chéng)信,逐步建立起合理的授權(quán)結(jié)構(gòu)和契約治理機(jī)制。</p><p>　　1、招聘經(jīng)理人。在家族企業(yè)中,管理專業(yè)化的重要標(biāo)志就是非家

37、族成員也能勝任公司的高級(jí)職位,并得到一定的信任。但是,家族企業(yè)引進(jìn)外部人才不能過(guò)于冒進(jìn)。目前,中國(guó)的私有產(chǎn)權(quán)的法律保護(hù)制度、商業(yè)機(jī)密保護(hù)制度、職業(yè)經(jīng)理人市場(chǎng)制度和職業(yè)操守制度、合伙企業(yè)制度等并未健全。出于企業(yè)安全經(jīng)營(yíng)的現(xiàn)實(shí)考慮,事實(shí)上,企業(yè)主管是首先將機(jī)密程度較低的生產(chǎn)技術(shù)部門和例行公事管理的經(jīng)理崗位對(duì)外開(kāi)放?！坝萌瞬灰伞币膊⒎请S便對(duì)誰(shuí)都“不疑”,而是提倡先“知”后“用”。這里的“知”主要是考察外來(lái)經(jīng)理人道德水準(zhǔn)如何,這一點(diǎn)十分重要。在

38、錄用后,企業(yè)可以將各個(gè)不同的管理崗位按資源和信息的機(jī)密程度進(jìn)行排序,可以先在機(jī)密程度較低的崗位上安排外來(lái)的經(jīng)理,對(duì)其進(jìn)行觀察、考核、培養(yǎng)、合適的再予以進(jìn)一步重用。引進(jìn)職業(yè)經(jīng)理人的工作有兩種方式。如果家族企業(yè)人力資源部門有能力獨(dú)立做好挑選經(jīng)理人的工作,可以自己操作。另外,也可以外包給專業(yè)的“獵頭”公司去做。</p><p>　　2、激勵(lì)外聘經(jīng)理人員。在招聘到了合適的經(jīng)理人以后,家族企業(yè)就要特別考慮如何激勵(lì)經(jīng)理人員了

39、。可以用以下幾個(gè)方法。首先,授權(quán)與精神激勵(lì)。這種方法是企業(yè)對(duì)經(jīng)理人充分信任的表現(xiàn)。事實(shí)上,企業(yè)對(duì)外來(lái)的經(jīng)理人的信任應(yīng)與對(duì)家族內(nèi)成員的信任一致,在某種程度上還應(yīng)超過(guò)對(duì)家族成員的信任,這樣才能消除家族企業(yè)內(nèi)外有別的心理隔膜。這是經(jīng)理人成為管理者的最大向往。權(quán)力下放讓他們看到施展才華的希望。也可以考慮以婚姻的方式使之成為家族成員。盡管這種方式比較少見(jiàn),但對(duì)家族企業(yè)而言非常重要。因?yàn)橹袊?guó)傳統(tǒng)文化特別重視家,重視親情關(guān)系,對(duì)家族以外的成員,特別是

40、那些與家族利益相關(guān)的非家族成員,習(xí)慣于用泛化的規(guī)則去同化他,由此才會(huì)給非家族成員以充分的信任。而非家族成員一旦進(jìn)入這種規(guī)則中,就有知遇之恩的感受,此時(shí)會(huì)產(chǎn)生非常大的激勵(lì)作用。另一種方法就是利用股票期權(quán)。這種方法最能打動(dòng)經(jīng)理人,特別是核心經(jīng)理人員。通過(guò)股票期權(quán),企業(yè)成為“人人有份”的利益共同體,經(jīng)理人成為企業(yè)的主人,能夠分享企業(yè)長(zhǎng)遠(yuǎn)利益。家族企業(yè)的“股權(quán)激勵(lì)”的設(shè)計(jì)可以參考和借鑒中國(guó)一些成功企業(yè)(包括國(guó)有企業(yè))的經(jīng)驗(yàn)。通常企業(yè)一般采取干股

41、的做法,即實(shí)行分紅權(quán)激勵(lì),員工離</p><p>　　Rutherford M W. Human Resource Management Problems [J]. Human Resource Management.2003, 42(4A):303-320.</p><p>　　原文： The Development of Family Businesses and Management

42、 of Human Resource</p><p><b>　　Abstract</b></p><p>　　Shortages of high-quality human resources are the main bottleneck in the development of the family firm of China at present, incl

43、uding the challenges of training the inheritors, and the challenges of establishing the exiting system for family members and bringing in professional managers and setting up the stimulation and restriction system of hum

44、an behaviors. Therefore, the reorganization of the human resources and creativity are the necessary means for family firms to improve the competitive p</p><p>　　Key words: Family business，Human resource，Mana

45、gement</p><p>　　1 A family business and its stage of development</p><p>　　The so-called family business is by the family enterprise, and the family members of the business and property ownership

46、 have a leading role, right decision right have a major impact on the organization. Family Enterprises from the overall trend of development research, the development of family enterprises generally has gone through four

47、 stages. </p><p>　　1.1 The original family business stage </p><p>　　Most of the Chinese family business at that stage, its manifestations as "family-run shop," actually be called the &

48、quot;family enterprises.” In this stage, the scale of the family enterprises are always small, and the staffs almost from the same family. However, as market positioning accurate, flexible decision-making, efficient mana

49、gement, and business development speed. This phase is characterized by the ownership of the business, management, management of highly integrated, enterprise organizatio</p><p>　　1.2 Purely family business s

50、tage </p><p>　　As business continues to expand, increasing capital accumulation and the family enterprise began to seek the expansion of the scale of organizations, these enterprises, mainly in man managemen

51、t, by the entrepreneurs in charge of power, and secondary jobs from their family members play. This phase of the characteristics of the performance of the ownership and management of reunification, but the management of

52、separation, production rights were completely separated. Human Resources Department make</p><p>　　1.3 The Pan-Family Enterprises stage</p><p>　　The form of the management team make up by the fam

53、ily members and the professional manager. The so-called Pan-family, family business is through marry, companionship, followers with such means of participation in long-term transactions in particular, some members of the

54、 talents into their family or "quasi-family" network, In ethics, emotion and the return of the principles imposed on the members of the family with the same or similar acts in principle. This phase of the famil

55、y enterprise from th</p><p>　　1.4 Modern Family Enterprises stage</p><p>　　The modern family business stage is the family ownership of shares but more scattered, ownership and operation of separ

56、ating. The problems of this stage are facing the choice of managers and staff to establish equity incentive system, and objective equity incentive shares will be decentralized. In this phase, the performance characterist

57、ics of ownership and management are separation of ownership and control of the family relative control, and the right to operate as non-family members’ disclaime</p><p>　　2 And the family enterprises are fac

58、ing the development of human resources bottleneck</p><p>　　As the family business managed to overcome the period of original stage, the company usually will get to a good stage of development. According Pick

59、ering scholar’s Gaierkexi axis of enterprise development point of view, who from the United States. He maintains that purely family business stage in the expansion phase, China is at this stage enterprises are facing thr

60、ee major challenges of human resources: the challenge of training successors, and the introduction of professional managers challeng</p><p>　　The challenges successor</p><p>　　Succession is the

61、most heirs’ family business most deadly place. Indeed, evidence shows that only 30% of the West family business smoothly into the second generation, smooth introduction of the third generation of 15%. This shows that fam

62、ily enterprises preparing to power from one generation to the next missing is the most vulnerable to injuries when Once the process of the succession of mistakes, and often lead to the family losing its control of the co

63、mpany, serious family business may fall to</p><p>　　2.2 The introduction of professional managers challenges </p><p>　　Family members are often the withdrawal accompanied by professional manager

64、s in the introduction, the real import of senior personnel; Family Enterprises is the only way to become bigger and stronger. The family enterprises need to introduce a certain number of external managers, especially tho

65、se who with practical experience. High-level management personnel assume the major responsibility of management positions, the main change is a family member or family members constitute the operational ma</p><

66、;p>　　2.3 The challenges personnel crisis </p><p>　　Enterprise human resources as the most important resource have been verified by practice. A large number of private enterprises in the same position in m

67、id strokes of the management and technical staff in mid flow are away. What is more serious is that with the master core technologies and commercial secrets of staff to leave even switched to competitors enterprises or 1

68、949, some family business production activities suffered great difficulties, Some of the enterprise is expected to recover. In </p><p>　　3 And the family enterprise human resource management strategies</p

69、><p>　　With the arrival of the era of the knowledge-based economy, increased productivity is becoming increasingly dependent on the mental and knowledge; human resources have become enterprises gain competitive

70、 advantages of key resources. So the family business enterprises in research objectives and strategy, we should think about the future synchronization of human resources allocation, and from a strategic perspective to st

71、udy the development of human resources development, training and use of human</p><p>　　3.1 Recycling organizations and business process reengineering </p><p>　　Organize recycling business proces

72、s reengineering and enhancing the quality of human resources management in the internal environment. Enterprise's objectives, strategies, staff background and the external environment must all change at any time; the

73、 organizational structure must be continuously updated. to adapt to a leaner and best use, thereby safeguarding the environment with a harmonious relationship. According to the study, when the size increases, the environ

74、ment changes and complexity hi</p><p>　　3.2 Clarifying the family property, increased incentive and restraint mechanisms of the system innovation</p><p>　　With the proliferation of family member

75、s and family values conflict, and the family nature of the collective property of the family will become the root causes of conflict, do "pro-brothers, that accounts" that can guarantee property rights incentiv

76、e and restrictive role in the passage of time will not be lost. According to the staff incentive target, for the general staff, the Liberal Competing programs and employment, according to the labor contract system, the w

77、ays of implementation, and impl</p><p>　　3.3 Train successors</p><p>　　Family enterprises should continue to be a strong organization. Heirs of choices generally have the following three: blood

78、relationship, relationship and the establishment of modern enterprise system heirs. To continue the family business, family business owners and families to determine 1 -4 outstanding candidate heirs of the family, Human

79、Resources Department under the successor candidate interest, hobbies, personality and other arrangements for them to the appropriate professional learning; C</p><p>　　3.4 Establishment of members of the fami

80、ly enterprises withdrawal mechanism</p><p>　　Family members from the business gradually withdraw from the decision-making, In fact is the family enterprise system by the owners of such a simple form to a mod

81、ern enterprise system into the process, is that the enterprises in the whole social context integrate resources and the ability to use resources to improve the process. On a worldwide scale, many family businesses for a

82、smooth change to the lease and property-based social enterprises, from the establishment of the mechanism, the earlier</p><p>　　3.5 The introduction of professional managers </p><p>　　Family Ent

83、erprises developed to a certain stage; it must consider the establishment of the leadership team of a problem. For the family business, family business into a purely development stage, we can consider the introduction of

84、 professional managers, placed by the "pan-family" relations with the management of vocational training managers of the business integrity, gradually establish a rational structure of the authority and lease ma