外文翻譯--我國(guó)中小企業(yè)員工在職培訓(xùn)風(fēng)險(xiǎn)及規(guī)避

1、<p>　　On the job training for employees of SMEs in China and avoid the risk</p><p>　　Abstract: The in-service training, as a high return on investment in human capital, faced with the inevitable problem

2、s and risks. In this paper, the employees working</p><p>　　Risk aversion training capacity as the research object, through job training for SMEs and influencing factors of the study, discusses the risks of i

3、nvestment in small and medium-job training and benefits, and attempts by the costs, benefits, risks and other aspects of analysis to identify problems, and proposes the solutions and recommendations.</p><p>

4、　　Keywords: SMEs;-the-job training; training in risk; risk aversion</p><p>　　With the knowledge economy era, the face of fierce competition and rapid development of science and technology, creating high-qual

5、ity employees has become the inevitable choice to adapt to the times. Gary, the founder of human capital theory. Becker balanced with the traditional microscopic method for analyzing equilibrium model of human capital in

6、vestment, he thought to increase the stock of human capital more proactive approach is to-the-job training. Property rights theory based on human capi</p><p>　　First, job training and the status of SMEs in C

7、hina</p><p>　　Job training is simply the practice of employees in the work practice of the activities of education, investment in human capital is a way. In-service training aimed at increasing knowledge and

8、 skills of workers to improve their productivity and income, and in the process, both enterprises and workers to pay the costs, including financial, material and energy, time, etc., both enterprises and employees can der

9、ive long-term benefits, so this is an investment activity, an investment in people, nam</p><p>　　Lack of human capital from one industry to another business does not depreciate. Special training is the train

10、ing of the dedicated human capital. Specific human capital refers only to the current enterprise value of human capital, once the employee leaves the current company, then no value of human capital, such as the specific

11、procedures, specific job skills, it can only be in one enterprise create value, once they left the business to powerless. Compared to Western countries, China's enterpris</p><p>　　SMEs, due to existence

12、of their own problems and external constraints, the lack of a comprehensive training system, its training effectiveness is not satisfactory, it increases the risk of investment into human capital and the importance of th

13、e dilemma. Job training of SMEs in China there are many problems. For example, the lack of systematic training management system, including training needs analysis, institution building and systems, evaluation feedback.

14、It is precisely because of the lack o</p><p>　　Second, the existence of the risk of job training for SMEs</p><p>　　In-service training as a human capital investment companies, natural and human

15、capital are inextricably linked, so a series of characteristics of human capital will inevitably bring about the in-service training to various risks. These characteristics are in-service training to bring a variety of r

16、isks, mainly in the following areas.</p><p>　　1, leaving the risk</p><p>　　Job training, whether general or specific job training, are facing a great risk that staff turnover. As the indivisibil

17、ity of human capital people, once the employee leaves the company, its in-service training of human capital investment to vanish, resulting in huge losses of enterprises. Attrition risks include not only the resignation

18、of younger workers, but also service workers because of age, physical health, emotional and other factors personal retirement or resignation. In life, career sta</p><p>　　2, the devaluation risk</p>&

19、lt;p>　　Like human capital and physical capital, subject to the risk of devaluation. The main job Training of staff is to enrich the content knowledge, enhance staff skills, knowledge and skills such as depreciation oc

20、curs, this devaluation devaluation can be divided into tangible and intangible depreciation. Which mainly refers to the physical depreciation of the unfamiliar, forgotten, etc., causing reduction of the knowledge and ski

21、lls, thus affecting the current human capital investment return and fu</p><p>　　3, the moral hazard</p><p>　　In the special training course is to rely on the results of its training investment i

22、n the enterprise and the efforts of staff to the double condition</p><p>　　Completed, so prone to bilateral moral issue, that is lazy and corporate employees to hide this bilateral ethics. When the staff eff

23、ort is hidden action, and special training in the output results are private information of enterprises, employees may take "lazy" strategy, because employees can not share the results of training. On the other

24、 hand, companies may deliberately underestimate the output of human capital investment, or delay the results of training in production, thereby reducing human</p><p>　　Third, the formation of small and mediu

25、m-the-job training, risk factor analysis</p><p>　　The risk of the enterprise is in-service training by many factors, this article mainly from the perspective of human capital characteristics analysis. The so

26、-called human capital characteristics, including the inseparability with people, mobility of human capital and human capital investment and other indirect compensation.</p><p>　　1, the inseparability of huma

27、n capital</p><p>　　First, human capital, natural personal property, which its owner has not separation. Thus, in corporate training, although the investment business as a main-job training, but through the f

28、ormation of human capital training investment property and will be trained staff, rather than enterprises. The investors and owners of the main property of human capital makes the separation of complicated relations. We

29、say that the formation of corporate training and human capital and business training is not </p><p>　　2, the impact of human capital mobility</p><p>　　Human capital is the will has its own flow

30、of capital. This is because the carrier of human capital is the employees, and employees have their own consciousness and acts. Because employees who have the economic attributes that each engaged in economic activities

31、and individuals in economic decision-making for the purpose of utility maximization. Once reach this goal, there will be interest maximization behavior, to provide consistent value added to the work of other enterprises,

32、 so that human ca</p><p>　　3, the human capital impact of indirect return on investment</p><p>　　A direct result of investment in staff training is to increase the stock of human capital, it mus

33、t be with the combination of physical capital stock can be converted into real productivity enterprises, to produce the expected benefits. Therefore, investment in employee training not directly in the production process

34、, nor the direct production of material wealth, investment income can not be directly reflected in the material production process, thus the training of trainees each year after the e</p><p>　　Fourth, to res

35、olve the risk of job training measures for SMEs</p><p>　　Although research on the job training is not very in-depth, theoretical system is also not perfect, but the face in the</p><p>　　Exposed

36、in the course of vocational training in various problems of SMEs in China or made effective way to combat these risks, which means job training in large measure to solve the risk problem. For example, through the develop

37、ment of the contract binding mechanism, through the upgrading of training content, or to provide more advanced training methods, or by the use of appropriate incentives to strengthen the training costs through the budget

38、 and risk prediction. Although these pathways to avo</p><p>　　1, attention to foster team spirit and corporate culture</p><p>　　Team spirit is the part of corporate culture, good teamwork, good

39、corporate culture, in the spirit of giving employees the sense of belonging, often more than the contract to retain employees this hard and fast rules. Starbucks employees of each entry must be carried out induction trai

40、ning, training content in addition to their professional qualities and skills training, more importantly, the training process, to strengthen the links between employees, contact between the staff running feelings.</p

41、><p>　　2, to enhance training cooperation between enterprises, to play the training scale</p><p>　　Enterprise-job training usually requires a certain amount of fixed investment in training, large e

42、nterprises because the training staff, therefore the unit costs of training staff to small, so large companies have a cost advantage of formal training, which is called "scale effect." For SMEs, because the tra

43、ining object less to the size of their training alone is not realistic, a solution is mutual cooperation with other enterprises, joint training, in order to reduce the unit cost of training st</p><p>　　3, en

44、hance staff motivation and self-study learning ability</p><p>　　Training of staff self-learning ability, enhance staff self-learning, is to reduce the cost of business investment in job training and improve

45、training effectiveness and reduce the risk of job training the most direct route. First, enhance staff self-learning ability, can reduce the moral hazard. In the "apprenticeship" training process, we can reduce

46、 the "master" deliberate obstruction "apprentice" learning effect, employees can self-learning to improve skills and abilities. Secondly, to enhanc</p><p>　　Review of Quantitative Finance

47、 and Accounting, 2005,122（4）：2321-5669 </p><p>　　我國(guó)中小企業(yè)員工在職培訓(xùn)風(fēng)險(xiǎn)及規(guī)避</p><p>　　Nobu Kiyotaki</p><p>　　Princeton University </p><p>　　摘要：在職培訓(xùn)，作為一種具有高報(bào)酬率的人力資本投資，不可避免的面臨各種問(wèn)題和

48、風(fēng)險(xiǎn)。本文主要以企業(yè)員工在職培訓(xùn)的風(fēng)險(xiǎn)規(guī)避能力為研究對(duì)象，通過(guò)對(duì)中小企業(yè)在職培訓(xùn)現(xiàn)狀及影響因素的研究，論述了中小企業(yè)在職培訓(xùn)投資的風(fēng)險(xiǎn)與收益，并試圖通過(guò)對(duì)成本、收益、風(fēng)險(xiǎn)等方面的分析，找出問(wèn)題存在的原因，提出有關(guān)的解決方法和建議。</p><p>　　關(guān)鍵詞：中小企業(yè)；在職培訓(xùn)；培訓(xùn)風(fēng)險(xiǎn)；風(fēng)險(xiǎn)規(guī)避</p><p><b>　　前言</b></p><

49、;p>　　伴隨著知識(shí)經(jīng)濟(jì)時(shí)代的到來(lái)，面對(duì)激烈的競(jìng)爭(zhēng)和科學(xué)技術(shù)的迅猛發(fā)展， 造就高素質(zhì)員工已成為企業(yè)適應(yīng)時(shí)代發(fā)展的必然選擇。人力資本理論的奠基人加里.貝克爾用傳統(tǒng)的微觀均衡分析方法建立了人力資本投資均衡模型,他認(rèn)為能夠增加人力資本存量的比較主動(dòng)的方法就是在職培訓(xùn)。基于人力資本產(chǎn)權(quán)理論,人力資本與其所有者不可分離的特性,造成了在職培訓(xùn)過(guò)程中,企業(yè)所投入的成本無(wú)法像物質(zhì)資本投資那樣直接收回或者自由讓渡。正是因?yàn)檫@種不可分離特性，目前中國(guó)

50、許多中小企業(yè)在職培訓(xùn)往往陷入兩難困境,導(dǎo)致其對(duì)人力資本投資的重要性和投資上出現(xiàn)嚴(yán)重不足。造成我國(guó)中小企業(yè)員工在職培訓(xùn)水平低下的原因是多方面的，包括企業(yè)自身問(wèn)題，也包括培訓(xùn)方法的問(wèn)題，要想找到解決之道，就必須對(duì)企業(yè)員工的在職培訓(xùn)行為進(jìn)行深入分析。因此， 本文試圖對(duì)上述在職培訓(xùn)的人力資本特性和風(fēng)險(xiǎn)規(guī)避等問(wèn)題進(jìn)行具體分析，探尋導(dǎo)致我國(guó)中小企業(yè)員工在職培訓(xùn)存在風(fēng)險(xiǎn)的原因，進(jìn)而有針對(duì)性地采取措施，調(diào)動(dòng)企業(yè)人力資本投資的積極性，這對(duì)于我國(guó)中小企業(yè)的

51、可持續(xù)發(fā)展是十分重要的。</p><p>　　我國(guó)中小企業(yè)在職培訓(xùn)及其現(xiàn)狀</p><p>　　在職培訓(xùn)簡(jiǎn)單來(lái)說(shuō)就是員工在工作實(shí)踐中接受教育實(shí)踐的活動(dòng)， 是企業(yè)人力資本投資的一種方式。 在職培訓(xùn)的目的在于提高勞動(dòng)者的知識(shí)技能， 從而提高其勞動(dòng)生產(chǎn)率和收入，而在這過(guò)程中，企業(yè)和勞動(dòng)者雙方都付出了成本，包括財(cái)力、物力和精力、時(shí)間等，企業(yè)和員工雙方都能從中獲得長(zhǎng)久的收益，因此，這是一種投資活動(dòng)，

52、一種對(duì)人的投資，即人力資本投資。從大多數(shù)企業(yè)在職培訓(xùn)的目的來(lái)看， 可以分為一般在職培訓(xùn)和特殊在職培訓(xùn)。一般培訓(xùn)主要是對(duì)通用人力資本的培訓(xùn)。通用人力資本不僅對(duì)當(dāng)前企業(yè)有價(jià)值，而且對(duì)市場(chǎng)中的其它企業(yè)均有同樣的價(jià)值，比如寫(xiě)作能力， 計(jì)算機(jī)能力， 閱讀能力， 溝通能力等， 對(duì)于任何一個(gè)崗位，任何一個(gè)職位都是不可或</p><p>　　缺的人力資本，其從一個(gè)行業(yè)轉(zhuǎn)到另一個(gè)企業(yè)時(shí)不貶值。特殊培訓(xùn)則是對(duì)專(zhuān)用人力資本的培訓(xùn)。專(zhuān)用

53、人力資本是指只對(duì)當(dāng)前企業(yè)有價(jià)值的人力資本，一旦員工離開(kāi)當(dāng)前企業(yè)，則人力資本就毫無(wú)價(jià)值，比如特定的工作程序，特定的工作技能等，它只能在某個(gè)企業(yè)中能創(chuàng)造價(jià)值，一旦離開(kāi)該企業(yè)就英雄無(wú)用武之地。相對(duì)于西方國(guó)家， 我國(guó)企業(yè)進(jìn)行在職培訓(xùn)的研究起步的較晚，理論體系也還不完善，因此我國(guó)企業(yè)在職培訓(xùn)往往存在各種各樣的問(wèn)題，其現(xiàn)狀不容樂(lè)觀。尤其是我國(guó)的</p><p>　　中小企業(yè)，由于自身存在的種種問(wèn)題以及外部條件的限制，缺乏完善

54、的培訓(xùn)體系，其培訓(xùn)效益不盡如人意，使其陷入投資風(fēng)險(xiǎn)的增加與人力資本的重要性的兩難境地。我國(guó)中小企業(yè)在職培訓(xùn)存在的問(wèn)題還有很多。比方說(shuō)缺乏系統(tǒng)的培訓(xùn)管理體系，包括培訓(xùn)需求分析、機(jī)構(gòu)建設(shè)和制度、評(píng)估反饋等。而正是因?yàn)槿狈ν晟频捏w系，引起培訓(xùn)的風(fēng)險(xiǎn)增加，培訓(xùn)成效的降低，導(dǎo)致企業(yè)領(lǐng)導(dǎo)層“談培訓(xùn)色變”，因而企業(yè)大大降低了在職培訓(xùn)的關(guān)注，不愿增加對(duì)在職培訓(xùn)的投入。</p><p>　　二、我國(guó)中小企業(yè)在職培訓(xùn)存在的風(fēng)險(xiǎn)<

55、;/p><p>　　在職培訓(xùn)作為企業(yè)一種人力資本投資活動(dòng)，自然與人力資本是密不可分的，因此人力資本的一系列特性也就無(wú)可避免的帶來(lái)了在職培訓(xùn)的各種風(fēng)險(xiǎn)。這些特性為在職培訓(xùn)帶來(lái)了各種風(fēng)險(xiǎn)，主要有以下幾個(gè)方面。</p><p><b>　?。ㄒ唬╇x職風(fēng)險(xiǎn)</b></p><p>　　無(wú)論是一般在職培訓(xùn)，還是特殊在職培訓(xùn)，都面臨著極大的風(fēng)險(xiǎn)，那就是人員流失

56、。由于人與人力資本的不可分割性，一旦員工離開(kāi)企業(yè)，其在職培訓(xùn)的人力資本投入就化為烏有，造成企業(yè)的巨大損失。人員流失風(fēng)險(xiǎn)不僅包括年輕員工的辭職， 還包括在職員工因年齡、身體健康狀況、個(gè)人情感等各方面因素而退休或離職。 在員工一生的職業(yè)生涯中，總有幾次跳槽的經(jīng)歷，這往往與員工自身的情況和企業(yè)工作環(huán)境緊密相關(guān)，因此，企業(yè)在進(jìn)行在職培訓(xùn)時(shí)，不僅要注意對(duì)培訓(xùn)對(duì)象的選擇，還要注意員工的職業(yè)生涯規(guī)劃。</p><p><

57、b>　?。ǘ┵H值風(fēng)險(xiǎn)</b></p><p>　　人力資本與物力資本一樣，遭受貶值的風(fēng)險(xiǎn)。企業(yè)在職培訓(xùn)的主要內(nèi)容是豐富員工的知識(shí)，提升員工的技能，這種知識(shí)和技能同樣會(huì)出現(xiàn)貶值，這種貶值可以分為有形的貶值和無(wú)形的貶值。其中，有形貶值主要是指由于生疏、遺忘等引起的知識(shí)和技能的減少，從而影響當(dāng)期的人力資本投資收益和未來(lái)的人力資本投資。無(wú)形貶值是指由于科技的飛速發(fā)展使得原有的知識(shí)和技能變得相對(duì)落后。科

58、技的快速發(fā)展、市場(chǎng)的動(dòng)態(tài)變化、產(chǎn)品生命周期的急劇縮短都加速了企業(yè)在職培訓(xùn)人力資本的無(wú)形貶值。電子產(chǎn)品更新?lián)Q代急速加劇，人們的思想也快速發(fā)生改變。在這種背景下，若企業(yè)在職培訓(xùn)的內(nèi)容不能緊密地結(jié)合企業(yè)的實(shí)際需要并及時(shí)更新，就將面臨無(wú)形貶值的風(fēng)險(xiǎn)。</p><p><b>　　（三）道德風(fēng)險(xiǎn)</b></p><p>　　在特殊培訓(xùn)過(guò)程中，其培訓(xùn)成果是依靠企業(yè)的投入和員工的努

59、力這雙重的條件來(lái)</p><p>　　完成的，這樣就容易出現(xiàn)雙邊道德問(wèn)題，即員工的偷懶與企業(yè)的隱藏這雙邊的道德。 當(dāng)員工的努力程度是隱藏行動(dòng)，而特殊培訓(xùn)的產(chǎn)出成果是企業(yè)的私有信息時(shí)， 員工有可能采取“偷懶”的策略，因?yàn)閱T工無(wú)法分享培訓(xùn)成果。另一方面，企業(yè)則可能故意低估人力資本投資的產(chǎn)出，或者延遲培訓(xùn)成果投入生產(chǎn)，從而減少人力資本投入，從而導(dǎo)致雙邊的道德風(fēng)險(xiǎn)問(wèn)題。即使在一般培訓(xùn)當(dāng)中，也存在道德風(fēng)險(xiǎn)，這種風(fēng)險(xiǎn)通常源于

60、失業(yè)與競(jìng)爭(zhēng)的可能性。在“學(xué)徒制培訓(xùn)”或“干中學(xué)”的培訓(xùn)中，企業(yè)的老員工為了避免競(jìng)爭(zhēng)壓力與失業(yè)壓力，會(huì)可以減少對(duì)新員工的培訓(xùn)，以此來(lái)減少競(jìng)爭(zhēng)對(duì)手。</p><p>　　中小企業(yè)在職培訓(xùn)風(fēng)險(xiǎn)的形成因素分析</p><p>　　造成企業(yè)在職培訓(xùn)風(fēng)險(xiǎn)的的因素是多方面的，本文主要從人力資本特性的角度來(lái)分析。所謂人力資本的特性，主要包括與人的不可分離性，人力資本的流動(dòng)性以及人力資本投資報(bào)酬的間接性等。

61、</p><p>　　（一）人力資本不可分離性的影響</p><p>　　首先，人力資本的產(chǎn)權(quán)天然屬于個(gè)人，它與其所有者具有不可分離性。因此，在企業(yè)培訓(xùn)中， 雖然企業(yè)作為在職培訓(xùn)的投資主體，但通過(guò)培訓(xùn)投資形成的人力資本所有權(quán)將屬于被培訓(xùn)的員工，而不是企業(yè)。這種投資主體和所有者主體的分離使得人力資本產(chǎn)權(quán)關(guān)系復(fù)雜化。并且我們說(shuō)企業(yè)培訓(xùn)形成的人力資本增量不僅與企業(yè)培訓(xùn)有關(guān)，而且與原有的人力資本存

62、量有關(guān)。其次是企業(yè)培訓(xùn)投資主體的模糊性。企業(yè)在進(jìn)行在職培訓(xùn)投資的同時(shí)，接受培訓(xùn)的員工也要付出體力、精力、時(shí)間甚至金錢(qián)，或者放棄某些收入或者機(jī)會(huì)，從而形成在職培訓(xùn)投資的雙重主體，企業(yè)往往表現(xiàn)為顯性的投資主體，而員工則是隱性的投資主體。</p><p>　?。ǘ┤肆Y本流動(dòng)性的影響</p><p>　　人力資本是有著自己意志的流動(dòng)的資本。這是因?yàn)槿肆Y本的載體是企業(yè)員工，而員工是有著自己意識(shí)

63、和行為的人。由于員工具有經(jīng)濟(jì)人的屬性，即每個(gè)從事經(jīng)濟(jì)活動(dòng)和進(jìn)行經(jīng)濟(jì)決策的個(gè)人都以效用最大化為目的。一旦達(dá)不到這一目的，就會(huì)出現(xiàn)利益最大化選擇行為，向能夠?yàn)槠涮峁┓蟽r(jià)值增值工作的其他企業(yè)，從而使企業(yè)人力資本投資無(wú)法收回。比如薪酬方面、年齡方面、工作環(huán)境方面或者是婚姻關(guān)系等等。</p><p>　?。ㄈ┤肆Y本投資報(bào)酬間接性的影響</p><p>　　員工培訓(xùn)投資的直接結(jié)果是人力資本存量的

64、增加，它必須通過(guò)與物質(zhì)資本存量的有機(jī)結(jié)合，才能轉(zhuǎn)化為企業(yè)現(xiàn)實(shí)的生產(chǎn)力，從而產(chǎn)生預(yù)期收益。因此，員工培訓(xùn)投資并不直接作用于生產(chǎn)過(guò)程，也不直接生產(chǎn)物質(zhì)財(cái)富，投資收益也不能通過(guò)物質(zhì)生產(chǎn)過(guò)程直接反映出來(lái)，從而培訓(xùn)后的受訓(xùn)人員每年的預(yù)期收益的數(shù)值沒(méi)有辦法得到直接保證。盡管目前對(duì)人力資本的研究已經(jīng)進(jìn)入到理論建設(shè)與量化分析的階段，但是至今尚未取得突破性的進(jìn)展，難以找到令人信服的精確計(jì)算投資收益的方法。投資收益的間接性與投資主體多元性的并存，使建立明晰

65、的人力資本產(chǎn)權(quán)結(jié)構(gòu)成為困難，有可能加劇收益分配中的矛盾，從而增加投資風(fēng)險(xiǎn)。</p><p>　　四、解決我國(guó)中小企業(yè)在職培訓(xùn)風(fēng)險(xiǎn)的措施</p><p>　　雖然目前對(duì)在職培訓(xùn)的研究還不是非常深入，理論體系也還不健全，但是面對(duì)在</p><p>　　職培訓(xùn)過(guò)程中暴露出來(lái)的種種問(wèn)題，我國(guó)中小企業(yè)還是提出了對(duì)抗風(fēng)險(xiǎn)的種種有效途徑，這些途徑在很大程度上解決了在職培訓(xùn)的風(fēng)險(xiǎn)問(wèn)

66、題。比方說(shuō)通過(guò)制定合同約束機(jī)制，通過(guò)對(duì)培訓(xùn)內(nèi)容進(jìn)行更新?lián)Q代，或者提供更先進(jìn)的培訓(xùn)方法，或者運(yùn)用適當(dāng)?shù)募?lì)措施獲通過(guò)加強(qiáng)對(duì)培訓(xùn)成本預(yù)算及風(fēng)險(xiǎn)預(yù)測(cè)等。這些途徑雖然在一定程度上避免了風(fēng)險(xiǎn)，但卻不能完全規(guī)避。以下是根據(jù)影響在職培訓(xùn)的因素，以及我國(guó)中小企業(yè)在職培訓(xùn)中切實(shí)存在的問(wèn)題，而提出的規(guī)避在職培訓(xùn)風(fēng)險(xiǎn)的措施。</p><p>　?。ㄒ唬┲匾晥F(tuán)隊(duì)精神培育和企業(yè)文化建設(shè)</p><p>　　團(tuán)隊(duì)精神

67、是企業(yè)文化的一部分，良好的團(tuán)隊(duì)精神，良好的企業(yè)文化，在精神上給予員工以歸屬感， 往往比合同這種硬性規(guī)定更能留住員工。每個(gè)進(jìn)入星巴克的員工都必須先進(jìn)行入職培訓(xùn)，他們培訓(xùn)的內(nèi)容除了必須的職業(yè)素質(zhì)與技能的培訓(xùn)外，更重要的是在培訓(xùn)過(guò)程中，加強(qiáng)員工之間的聯(lián)系，聯(lián)絡(luò)磨合員工之間的感情。星巴克認(rèn)為，在培訓(xùn)過(guò)程中，員工往往會(huì)建立一種團(tuán)隊(duì)精神，這種精神有助于提高員工對(duì)企業(yè)的忠誠(chéng)度，減少離職率。因此，企業(yè)在培訓(xùn)過(guò)程中，要注意建立員工之間的團(tuán)隊(duì)精神，重視員工

68、的個(gè)人價(jià)值，讓每個(gè)員工都覺(jué)得受到重視，是減少在職培訓(xùn)離職風(fēng)險(xiǎn)的有效途徑。</p><p>　?。ǘ?加強(qiáng)企業(yè)間培訓(xùn)合作，發(fā)揮培訓(xùn)規(guī)模效應(yīng)</p><p>　　企業(yè)在職培訓(xùn)通常需要一定規(guī)模的固定的培訓(xùn)投資，大企業(yè)因?yàn)榕嘤?xùn)員工多，所</p><p>　　以單位員工的培訓(xùn)成本就較小，所以大企業(yè)在正式培訓(xùn)上有成本優(yōu)勢(shì)，這就是所謂的“規(guī)模效應(yīng)”。對(duì)于中小企業(yè)，因?yàn)榕嘤?xùn)對(duì)象少

69、，單靠自身要進(jìn)行規(guī)模培訓(xùn)是不現(xiàn)實(shí)的，一個(gè)解決方法就是與其他企業(yè)相互合作，進(jìn)行聯(lián)合培訓(xùn)，以此來(lái)減少員工的單位培訓(xùn)成本。當(dāng)然，這種方法只適用于一般在職培訓(xùn)，對(duì)于特殊在職培訓(xùn)，因?yàn)槠潢P(guān)系到企業(yè)的特殊技術(shù)，并不適用這種“規(guī)模效應(yīng)”的方法。</p><p>　?。ㄈ┘訌?qiáng)員工自我學(xué)習(xí)的積極性和學(xué)習(xí)能力培養(yǎng)</p><p>　　培養(yǎng)員工自我學(xué)習(xí)的能力，加強(qiáng)員工自我學(xué)習(xí)，是減少企業(yè)在職培訓(xùn)成本投入、提高

70、培訓(xùn)效果、減少在職培訓(xùn)風(fēng)險(xiǎn)的最直接的途徑。首先，加強(qiáng)員工自我學(xué)習(xí)能力，可以減少道德風(fēng)險(xiǎn)。在“師徒制” 培訓(xùn)過(guò)程中，可以減少“師傅”刻意阻礙“徒弟”學(xué)習(xí)的影響，員工可以通過(guò)自我學(xué)習(xí)來(lái)提高技術(shù)和能力。其次，加強(qiáng)員工自我學(xué)習(xí)能力，可以減少培訓(xùn)成本。員工通過(guò)自我學(xué)習(xí)，更加快速的掌握了所需的知識(shí)和技能，減少培訓(xùn)時(shí)間，降低培訓(xùn)成本。最后，員工通過(guò)自我學(xué)習(xí)，加強(qiáng)了學(xué)習(xí)的積極性，更好的掌握了技術(shù)，在實(shí)踐中也更好的運(yùn)用了培訓(xùn)成果，提高了培訓(xùn)效果。<

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