1. Psychological contract is the core part of employee relationship management.
In 1970s, American psychologist Shien put forward the concept of psychological contract. Although psychological contract is not tangible, it plays the role of tangible contract. Enterprises clearly understand the needs and development aspirations of each employee and strive to meet them; And employees are also committed to the development of enterprises, because they believe that enterprises can meet their needs and aspirations. We will learn more about similar information in Nanchong sales recruitment. Psychological contract is composed of employee demand, enterprise incentive mode, employee self-positioning and corresponding work behavior, which are rationally determined.
The thinking that the psychological contract of Shanghai training brings to our employee relationship management is: when constructing the psychological contract, enterprises should use certain incentive methods and management means according to their own human resources and personal demand structure to meet, respond and guide employees' psychological needs, and urge employees to make corresponding work behaviors in return, and make appropriate adjustments in incentives according to employees' responses; Employees, on the other hand, adjust their psychological needs according to their personal expectations and vision of the enterprise, determine their relationship with the enterprise, make their own career plans in combination with the development goals and their own characteristics of the enterprise, thus determining their own work performance and reaching an understanding with the enterprise: Xiangtan has a lot of information about sales recruitment, and personal growth must rely on the enterprise platform. Without an enterprise platform, it is just empty talk to talk about the realization of employees' personal goals. Just like the relationship between the sea and the stream, the enterprise is the sea. This is the psychological contract cycle process of modern human resource management, and it is also the core part of enterprise employee relationship management.
2. Perfecting the incentive and restraint mechanism is the basis of employee relationship management.
An enterprise has many stakeholders, but the core goal of its establishment and existence is to pursue economic value, rather than simply satisfying the personal interests of employees. Guiyang has many similar sales recruitment information. Therefore, the basic starting point of dealing with employee relations is the goal of enterprise organization and its competitive situation, and the common destiny of enterprise and employee survival and development is established. How to improve the incentive and restraint mechanism, establish a scientific and reasonable salary system, including promotion mechanism, and make rational use of interest relations has become the basis of employee relationship management.
3. The starting point of employee relationship management is to make employees agree with the vision of the enterprise.
The interests of all stakeholders in the enterprise are realized by realizing the same vision of the enterprise. Therefore, the starting point of employee relationship management is to let employees agree with the vision of the enterprise. Without * * * vision and * * belief, there is no premise of interest. And all excellent enterprises lead the whole organization to grow and develop by establishing the vision of * * *, integrating various resources including human resources, and leading members to achieve personal goals through the realization of organizational goals. Enterprise values define people's basic way of thinking and behavior, or what they are used to, what they can show without thinking, and once they violate it, they feel uncomfortable. We will learn more about similar information about Zhuzhou. Therefore, it can be said that the values of enterprises are the ethical benchmark of enterprises, the judgment standard and code of conduct of enterprise members, and the basis of organizational norms.
With * * * the same values, members of the organization can make a consistent evaluation of a certain behavior or result from the standpoint of the organization. This kind of consistent values is not only an organizational feature, but also a symbol of thinking and behavior that distinguishes organizational members from each other. Therefore, identifying with corporate vision and values is the premise and foundation for enterprises to establish and improve the employee relationship management system.
4. The heads of functional departments and human resources departments are the main persons in charge of employee relationship management.
In the enterprise employee relationship management system, the heads of functional departments and human resources departments are in the central link between enterprises and employees. Most of the information we know is introduced in detail in the recruitment of general workers in Chongqing. They support each other and cooperate with each other. Through various channels, on the one hand, they coordinate the contradiction between the interests of enterprises and the needs of employees, and improve the vitality and output efficiency of the organization; On the other hand, they improve the cohesion of the organization by coordinating the relationship between employees, thus ensuring the realization of enterprise goals. Therefore, the heads of functional departments and human resources departments are the key to employee relationship management, and they are the primary responsible persons for implementing employee relationship management. Their working methods and effects directly reflect the level and effect of employee relationship management in enterprises.
To sum up, the problem of employee relationship management is ultimately a human problem, mainly a manager's problem. Therefore, the ideas and behaviors of managers, especially middle and senior managers, play a vital role. In employee relationship management and corporate culture construction, managers should be the representatives of corporate interests, the ultimate responsibility of the group, the cultivators of subordinate development, the pioneers of new ideas and the supervisors of rule implementation. In employee relationship management, whether each manager can grasp his own management role and realize self-orientation, self-restraint, self-realization and even self-transcendence is related to the success or failure of employee relationship management and the construction of an excellent corporate culture. Perhaps this is the question that every manager should think deeply when managing employee relations.