西方企業(yè)員工福利滿意度研究述評—工商1002張競(28)VIP

1、西方企業(yè)員工福利滿意度研究述評 近年來，西方企業(yè)管理學(xué)界越來越重視員工-福利滿意度理論研究，因?yàn)閱T工的福利滿意度會直接影響他們的工作態(tài)度、工作行為與企業(yè)經(jīng)營管理工作的效果。本文概述了西方企業(yè)員工福利滿意度理論研究的現(xiàn)狀，并根據(jù)組織公平理論和雙因素理論，探討福利管理決策公平與不同類型的福利對員工滿意度的影響。一、福利決策公平對福利滿意度的影響 歐美學(xué)者從不同的角度研究員工福利滿意度的影響因素。有些學(xué)者主要研究員工的個人特征、心理特征對員工福利滿意度的影響，另一些學(xué)者主要研究公平對員工福利滿意度的影響。他們的實(shí)證研究結(jié)果表明，福利決策公平是影響員工福利滿意度的重要因素。根據(jù)組織公平理論，福利管理公

2、平包括結(jié)果公平、程序公平和交往公平。 1福利管理工作中的結(jié)果公平員工從企業(yè)享受的福利水平通常是影響他們福利滿意度的重要因素。根據(jù)美國學(xué)者亞當(dāng)斯(Stacy Adams)的公平理論，員工會對自己與他人的得失之比進(jìn)行比較，判斷分配結(jié)果的公平性?！暗谩敝钙髽I(yè)為員工提供的各種福利，包括醫(yī)療保險、養(yǎng)老保險、失業(yè)保險和假期等；“失”指員工在工作中投入的各種資源，包括自己的工作經(jīng)歷、受教育水平和技能等。員工會對自己和參照對象享受的福利進(jìn)行比較。參照對象包括同事或其他企業(yè)同類員工的福利、自己過去的福利、自己需要或希望得到的福利等。員工比較的結(jié)果會直接影響他們對福利水平的滿意度。如果員工認(rèn)為自己的得失之比低于參

3、照對象就會感到不滿；反之，他們就更可能會對企業(yè)的福利分配結(jié)果感到滿意。員工的個人特征、工作環(huán)境、享受的福利水平不同，他們判斷結(jié)果公平的標(biāo)準(zhǔn)也可能不同。 2福利管理工作中的程序公平 福利管理工作中的程序公平主要指企業(yè)福利決策過程是否公平。許多歐美學(xué)者的研究成果表明，員工參與企業(yè)決策過程，可增強(qiáng)他們的公平感與滿意度。如果員工有機(jī)會表達(dá)自己對企業(yè)福利制度的看法，參與企業(yè)福利制度的制定與實(shí)施過程，就會顯著提高他們對福利水平和福利制度的滿意度。加拿大學(xué)者車布雷等人對加拿大企業(yè)員工的福利滿意度進(jìn)行了兩次實(shí)證研究。他們發(fā)現(xiàn)，與結(jié)果公平相比，程序公平對員工的福利滿意度產(chǎn)生更大的影響。 3福利管理工作中的交往公

4、平福利管理工作中的交往公平是指管理人員在福利管理工作中與一般員工交往的公平性。員工通常不必經(jīng)管理人員審批，就可按照他們的工種、工齡、級別，或根據(jù)聘任合同獲得大部分福利。然而，他們必須得到管理人員的同意，才可享受另一些福利。例如，管理人員對員工的休假時問、病假、事假、補(bǔ)休等福利擁有直接的決定權(quán)。因此，在福利管理工作中，管理人員對待員工的態(tài)度和方式也會影響員工對福利的滿意度。二、員工看重的福利形式對其福利滿意度的影響 員工對各類福利的重視程度和偏好程度不同。因此，企業(yè)提供的各類福利對員工的福利滿意度會產(chǎn)生不同的影響。美國學(xué)者布勞(Gary Blau)等認(rèn)為，員工福利滿意度包括員工對基本福利的滿意度

5、和員工對職業(yè)發(fā)展型福利的滿意度?；靖＠倨凇⒉〖?、事假、工傷保險、醫(yī)療保險、人壽保險、退休計(jì)劃等滿足員工安全、生活保障等基本需要的福利。職業(yè)發(fā)展型福利指企業(yè)滿足員工提高就業(yè)能力、工作技能等需要的福利，包括企業(yè)為員工提供繼續(xù)學(xué)習(xí)、在職培訓(xùn)機(jī)會，資助員工學(xué)費(fèi)，靈活安排員工工作和學(xué)習(xí)時間，根據(jù)員工獲得的學(xué)歷證書和學(xué)位證書來獎勵員工等。布勞等人指出，隨著員工職業(yè)觀念的變化，員工越來越重視職業(yè)發(fā)展型福利。根據(jù)傳統(tǒng)的職業(yè)觀念，企業(yè)為員工提供工作保障和員工有權(quán)獲得的各種福利，換取員工的忠誠，并負(fù)責(zé)員工的職業(yè)發(fā)展管理工作。20世紀(jì)80年代以來，在許多企業(yè)里，“多變的職業(yè)”觀念逐漸取代了傳統(tǒng)的職業(yè)觀念。根

6、據(jù)多變的職業(yè)觀念，員工負(fù)責(zé)自己的職業(yè)發(fā)展管理工作，員工保持良好的工作業(yè)績，才能繼續(xù)就業(yè)，企業(yè)的責(zé)任是為員工提供更多職業(yè)發(fā)展機(jī)會。美國波士頓大學(xué)管理學(xué)院教授霍爾(Donglsa THall)指出，21世紀(jì)員工的職業(yè)是多變的職業(yè)。員工不斷地提高自己的工作能力，才能提高自己的任職能力，增大自己的就職可能性。因此，許多員工越來越重視“職業(yè)發(fā)展型”福利項(xiàng)目，希望企業(yè)為自己提供更多的職業(yè)發(fā)展機(jī)會。根據(jù)美國學(xué)者赫茨伯格(Frederick Herzberg)的雙因素理論，企業(yè)缺乏保健因素，會引起員工的不滿，但保健因素并不能調(diào)動員工的工作積極性。激勵因素能增強(qiáng)員工工作滿意度，調(diào)動員工的工作積極性。布勞等人認(rèn)為

7、，基本福利是保健因素，職業(yè)發(fā)展型福利是激勵因素。企業(yè)為員工提供基本福利，有助于穩(wěn)定員工隊(duì)伍，防止員工“跳槽”；企業(yè)為員工提供職業(yè)發(fā)展型福利，才能增強(qiáng)員工對企業(yè)的歸屬感。布勞等人的實(shí)證研究結(jié)果表明，員工通常更重視基本福利，員工對基本福利的滿意度可增強(qiáng)他們對福利的總體滿意度，降低他們的離職意向；員工對職業(yè)發(fā)展型福利的滿意度會增強(qiáng)他們對企業(yè)的情感性歸屬感。不同的員工有可能會重視不同的福利。例如，專業(yè)人員可能更重視職業(yè)發(fā)展型福利。他們更可能認(rèn)為這類福利可表明企業(yè)關(guān)心員工的職業(yè)發(fā)展前途。美國學(xué)者威盛頓和坦切克的實(shí)證研究結(jié)果也支持這個觀點(diǎn)。他們指出，大多數(shù)員工認(rèn)為自己有權(quán)得到某些基本福利。企業(yè)提供這些福利

8、，并不一定能提高員工的滿意程度，但企業(yè)不提供這些福利，可能會引起員工不滿。除員工實(shí)際使用的福利之外，員工有權(quán)享受的福利也會影響員工的滿意度。例如，許多員工可能不會使用企業(yè)提供的工傷保險。但是，如果員工了解他們有權(quán)享受這類福利，那么也會感到比較滿意。三、對企業(yè)管理工作的啟示 1提供員工所重視的福利 企業(yè)提供員工所重視的福利，才能提高員工的滿意程度。因此，企業(yè)應(yīng)深入了解員工對各類福利的重視程度。如果員工不需要某種福利，企業(yè)就可取消這種福利，以便節(jié)省福利費(fèi)用。如果員工高度重視安全、生活保障等基本福利，企業(yè)就應(yīng)盡量提高員工對基本福利的滿意程度。如果員工高度重視自己的職業(yè)發(fā)展前途，企業(yè)就應(yīng)為員工提供職業(yè)

9、發(fā)展型福利，為員工創(chuàng)造更多的學(xué)習(xí)和發(fā)展機(jī)會，以便提高員工的滿意度。企業(yè)提供員工所重視的福利，可表明企業(yè)關(guān)心員工的利益，增強(qiáng)員工對企業(yè)的情感性歸屬感。目前，美國一些高新科技企業(yè)根據(jù)信息技術(shù)人才的需要，為他們提供免費(fèi)洗衣、泊車、洗車、牙醫(yī)服務(wù)等“個人舒適型”福利，以便吸引并留住緊缺的信息技術(shù)人才?？傊?，除法定的福利項(xiàng)目之外，企業(yè)可根據(jù)員工的需要，提供員工所重視的其他福利項(xiàng)目，才能使員工相信企業(yè)真心實(shí)意地在關(guān)心他們的利益。 2尊重員工，關(guān)心員工的需要在福利管理工作中，管理人員如何對待員工，會極大地影響員工的福利滿意度。管理人員堅(jiān)持組織公平原則，設(shè)身處地為員工著想，防止個人偏見影響自己的管理決策，對所

10、有員工一視同仁，在不同的時間和不同的場合始終采用相同的決策程序，認(rèn)真考慮員工的意見和要求，及時向員工提供反饋信息，解釋自己的決定，允許員工對自己的決策提出異議，糾正自己的錯誤決策，都可表明管理人員對員工的尊重和關(guān)心，提高員工感知的公平性，增強(qiáng)員工的滿意度。管理人員在員工福利管理工作中堅(jiān)持組織公平原則，可使員工相信企業(yè)為員工提供福利的動機(jī)是真心實(shí)意地關(guān)心員工的身心健康，而不是被動地執(zhí)行相關(guān)法律規(guī)定。 3提供準(zhǔn)確信息，幫助員工使用福利項(xiàng)目許多員工不了解企業(yè)為他們提供了哪些福利，不知道自己應(yīng)如何使用這些福利項(xiàng)目。因此，要提高員工的福利滿意程度，企業(yè)應(yīng)向員工提供充分的信息，使廣大員工了解他們可享受的各

11、種福利項(xiàng)目，并幫助員工使用這些福利項(xiàng)目。企業(yè)可設(shè)置員工福利管理辦公室或安排專職福利管理人員，回答員工的問題，為員工提供精確的信息，指導(dǎo)員工更好地使用企業(yè)提供的各種福利項(xiàng)目。員工如何選擇自己的比較標(biāo)準(zhǔn)，判斷企業(yè)是否為自己提供了公平的福利組合(結(jié)果公平)，是一個復(fù)雜的過程。不同員工的個人特點(diǎn)、工作環(huán)境、可享受的福利項(xiàng)目都各不相同。他們往往會選擇不同的比較標(biāo)準(zhǔn)。企業(yè)無法決定員工的比較標(biāo)準(zhǔn)，但企業(yè)可收集同類企業(yè)的信息，并通過內(nèi)部溝通活動，讓員工了解其他企業(yè)為員工提供的福利組合，以便影響員工的比較過程，進(jìn)而影響員工的福利滿意度。此外，管理人員還應(yīng)根據(jù)企業(yè)的福利制度，盡快補(bǔ)償員工支付的費(fèi)用，或幫助員工盡快

12、獲得補(bǔ)償。企業(yè)盡快為員工報銷醫(yī)療費(fèi)用，不僅可減少員工花費(fèi)的時間和精力，而且可降低員工的不安和焦慮情緒，進(jìn)而提高員工對企業(yè)福利制度的滿意程度。4向員工提供參與福利管理工作的機(jī)會在福利制度制定與實(shí)施過程中，企業(yè)可采用內(nèi)部調(diào)查、專題座談會、建議信箱或熱線電話等方式，廣泛聽取員工的意見，了解員工對福利制度的看法。管理人員在福利制度設(shè)計(jì)過程中認(rèn)真聽取員工的意見，深入了解員工重視哪些福利項(xiàng)目，并根據(jù)員工的需要來確定福利組合，或允許員工選擇福利組合，可明顯地增強(qiáng)員工的福利滿意度。 譯文Western enterprise employee benefits satisfaction research com

13、mentary in recent years, the western enterprise management scholars pay more and more attention to X- welfare satisfaction theory research, because of employee benefits satisfaction will directly affect their work attitudes, behaviors and enterprise management work. This article provides an overview

14、 of the western enterprise employee benefits satisfaction theory research present situation, and based on the theory of organizational justice and the double factor theory, to explore the welfare management decision justice and different kinds of benefits to the employee satisfaction effect. one, we

15、lfare decision justice on welfare effect of satisfaction Scholars from different angles of the welfare of the staff satisfaction factors. Some scholars mainly study the employees personal characteristics, psychological characteristics on employee benefits satisfaction, some other scholars mainly stu

16、dy the justice on employee benefits satisfaction effect. The empirical results show that, the welfare decision justice is the impact of employee benefits satisfaction are important factors. According to the theory of organizational justice, welfare management fairness includes result fairness, proce

17、dural justice and interactive justice. 1、welfare management of the result fairness Employees from enterprises enjoy welfare level is usually affecting their welfare satisfaction are important factors. According to the American scholar Adams ( Stacy Adams ) of the fair theory, employees will be for y

18、ourself and others gain ratio were compared, determine the distribution of fair results. refers to the enterprise to provide a variety of benefits, including medical insurance, endowment insurance, unemployment insurance and holidays; lost refers to the staff at work to input a variety of resources,

19、 including our own work experience, level of education and skills. Employees will be on their own and enjoy the benefits of the reference object of comparison. Reference object including colleagues or other similar enterprise employee welfare, his past welfare, he needs or wants to get welfare. Empl

20、oyee comparison results will directly affect their level of satisfaction of welfare. If employees feel that their loss is below the reference object. They will be unhappy; instead, they are more likely to be satisfied with the result of the distribution of welfare enterprises. Staffs personal charac

21、teristics, work environment, enjoy the benefits of different levels, they judge the result fairness criteria may also be different. 2、benefits in the management of procedure justice Welfare management of the procedural justice refers to the welfare enterprises decision-making process is fair. Many w

22、estern scholars research results indicate, employee participation in corporate decision-making process, can strengthen their sense of fairness and satisfaction. If employees have the opportunity to express their views on enterprise welfare system, to participate in the formulation and implementation

23、 of corporate welfare system process, will improve the welfare and welfare system satisfaction. Canadian scholars such as Chebre of Canada employee benefits satisfaction conducted two empirical study. They found that, compared with result fairness, procedural justice on employee benefits satisfactio

24、n have a greater impact.分享到 翻譯結(jié)果重試抱歉，系統(tǒng)響應(yīng)超時，請稍后再試 支持中英、中日在線互譯 支持網(wǎng)頁翻譯，在輸入框輸入網(wǎng)頁地址即可 提供一鍵清空、復(fù)制功能、支持雙語對照查看，使您體驗(yàn)更加流暢 3、benefits in the management of interpersonal justice Welfare management of interpersonal justice refers to the management staff in the welfare management and general staff communication f

25、airness. Employees are usually not necessary management approval, can according to their types, age, rank, or according to the employment contract to obtain the majority of welfare. However, they must get management approval, can enjoy some benefits. For example, managers on the staff of the vacatio

26、n time, sick leave, personal leave, vacation benefits have a direct decision. Therefore, the welfare management, managers treat employees attitude and can also affect employee satisfaction of welfare. two, employee value welfare on the welfare effect of satisfaction Staff of the various welfare atte

27、ntion degree and different preferences. Therefore, enterprises to provide various types of welfare benefits to the employee satisfaction will have different effects. American scholar Blau ( Gary Blau ), think, employee benefits satisfaction include employees of basic welfare satisfaction and employe

28、e on occupation developing welfare satisfaction. Basic welfare including vacation, sick leave, personal leave, work injury insurance, medical insurance, life insurance, retirement plans and other staff to meet the safety, security and other basic needs of welfare. Occupation developing welfare refer

29、s to the enterprise to meet the staff and improving employment ability, working skill needed welfare, including for employees to continue learning, training opportunities, aid employee tuition, flexible employees working and learning time, according to the staff of the diploma and degree certificate

30、s to reward employees etc. Blau pointed out that, along with the change of the concept of employee occupation, employees pay more and more attention to the Developmental Welfare occupation. According to the traditional concept of occupation, enterprises provide job security and employee has the righ

31、t to obtain various benefits, in exchange for loyalty, and is responsible for the employees occupation development management. Since the nineteen eighties, in many enterprises, changing occupation concept gradually replaced the traditional occupation concept. According to the changeful occupation id

32、ea, the staff responsible for their own occupation development management, employees to maintain good working performance, can continue to obtain employment, enterprise responsibility is to provide more opportunities for the development of occupation. The United States Boston University School of ma

33、nagement professor Holzer ( Donglsa T.Hall ) points out, twenty-first Century is changeable employee occupation occupation. Staff to constantly improve their ability to work, to improve their work ability, increase their inaugural possibility. Therefore, many people attach more and more importance t

34、o occupation development welfare project, hope for their own enterprises to provide more opportunities for the development of occupation. According to the American scholar Herzberg ( Frederick Herzberg ) of the double factor theory, enterprises lack of hygiene factors, causes of employee dissatisfac

35、tion, but health factors can not arouse the enthusiasm of the staff. Motivational factors can enhance employees job satisfaction, arouse the enthusiasm of the staff. Blau and others, the basic welfare health factors, occupation developing welfare is the motivating factor. Enterprises provide basic w

36、elfare, contribute to the stability of staff, to prevent employee to find new job; enterprises provide occupation developing welfare, can strengthen the employees a sense of belonging to the enterprise. Blau et al. The empirical results show that, employees usually pay more attention to the basic we

37、lfare, staff of the basic welfare satisfaction can enhance their welfare satisfaction, reduce their turnover intention; employee on occupation developing welfare satisfaction will enhance their sense of belonging to the enterprise of emotion. Different people may be attached to different welfare. Fo

38、r example, professionals may pay more attention to the development of occupation of welfare. They are more likely to think that this kind of welfare that enterprises care employee occupation career development. The United States of America scholar via meal and Tanqieke empirical findings also suppor

39、t the idea. They pointed out that, most of the staff considers himself to be entitled to certain fundamental welfare. Enterprises to provide these benefits, not necessarily can improve employee satisfaction, but the enterprise does not provide these benefits, may cause employee dissatisfaction. In a

40、ddition to the actual use of the welfare of employees, employees have the right to enjoy the benefits will also affect employee satisfaction. For example, many employees may not be used to provide the work-related injury insurance. However, if the employee know they are entitled to the benefits, so

41、it would be more satisfactory. three, to the enterprise management 1、 to provide staff to provide the welfare enterprise employee welfare, can improve the employee satisfaction degree. Therefore, enterprises should understand the importance of various types of employee welfare. If the employee does

42、not require some benefits, enterprises can cancel the welfare benefits, in order to save cost. If the employee pay great attention to safety, security and other basic benefits, enterprises should try to increase employee satisfaction of basic welfare. If employees attach great importance to their oc

43、cupation career development, the enterprise should provide occupation development and welfare, to create more staff learning and development opportunities, so as to improve employee satisfaction. Companies to provide staff to welfare, that enterprises concerned about the interests of employees, to e

44、nhance a sense of emotional sense of belonging. At present, the United States of America some high-tech enterprises based on the information technology talented persons need, to provide them with free parking, car washing, washing, dental services such as personal comfort welfare, to attract and ret

45、ain the shortage of information technology talents. In conclusion, in addition to the statutory welfare projects, enterprises can according to the needs of employees, to provide staff to other welfare items, to make employees believe that enterprises have a genuine and sincere desire to care about t

46、heir interests. 2、 respect for employees, the staff concerned about the needs of In the welfare management, managers treat employees, will greatly affect the benefits of the staff satisfaction. Management organizations adhere to the principle of fairness, place oneself in others position for the sak

47、e of employees, to prevent individual biases influence their own management decisions, to all the staff to make no exception, in different time and different occasions always adopt the same decision procedure, careful consideration of the opinions and demands of staff, timely to provide feedback inf

48、ormation, explaining his decision, allowing employees to his decision raised objections, to correct its erroneous decision, can show managers on the staff of the respect and care, improve employees perception of fairness, improve employee satisfaction. Managers in the management of employee welfare

49、work organizations adhere to fair principle, can make the employees believe that enterprises provide welfare motive is to have a genuine and sincere desire to care for their health, rather than passive implementation of relevant laws and regulations. 3、to provide accurate information, help employee

50、welfare projectMany employees do not understand the enterprise provided them with what benefit, do not know how to use these welfare project. Therefore, to improve employee benefits satisfaction, enterprises should provide sufficient information, so that the majority of employees to know they can en

51、joy various welfare programs, and help the staff to use the benefits of the project. Enterprises can set up employee benefits management office or arrange full-time welfare management, answer the questions, provide accurate information, guide employee to make better use of enterprises to provide a variety of benefits programs. The staff