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近年来美国企业的职工结构发生了很大变化:女工、单身母亲、双职工增多,加上人口老龄化,使许多职工照顾家庭耗费的时间、精力大大增加。“企业后院”不时着火。如何稳定职工队伍,增强企业凝聚力,提高效率已成为企业管理人员的新课题。一些企业针对职工家务与工作的矛盾,采取了一种新的灵活性原则,创出了许多好经验。庄臣公司对部分职工实行了灵活上班时间,放家务假,使旷工率比以前平均降低50%;电话电报公司给新生婴儿父母以一年不付报酬的假期,实际上有90%的人都在6个月中回到了工作岗位。更有因运用灵活性原则而使企业起死回生的佳例。约瑟夫·斯泰因里奇在担任一家工厂经理时,该厂工人年流失率为15%,废品率为18%,并且旷工现象普遍,有的周末竟因旷工人多而无法开工。斯泰因里奇上任后集中精力解决职工家务与工作
In recent years, the structure of the employees of American companies has undergone major changes: The increase in women workers, single mothers, and dual-career workers, coupled with the aging of the population, has increased the time and energy spent by many employees in caring for their families. “Corporate backyard” caught fire from time to time. How to stabilize the workforce, enhance corporate cohesion, and increase efficiency have become new topics for corporate managers. Some companies have adopted a new principle of flexibility in response to the contradiction between the housework and work of employees and have created many good experiences. Johnson Controls has implemented flexible working hours for some employees and has taken home leave, which has reduced the absenteeism rate by an average of 50%. Before the telephone and telegraph company gave parents of newborn babies a one-year non-paying holiday, 90% of them are actually He returned to work in six months. It is also a good example of using the principle of flexibility to rejuvenate an enterprise. When Joseph Steinridge was working as a factory manager, the annual turnover rate of the factory workers was 15%, the scrap rate was 18%, and the phenomenon of absenteeism was widespread. On some weekends, the number of workers was too large to start work. After Stein Ritchie took office, he focused on resolving housework and work