Talent is the primary and fundamental element of an enterprise, and employee management is an important part of human resource management. In work practice, employee management is very important for modern business management. Employee management can directly promote the implementation of enterprise management rules, "the system is well set, the implementation is difficult", and the implementation of management rules reflects the management level of the enterprise. If we start from the perspective of employee management, through the analysis of the differences in employees' needs, personality differences and other characteristics, to deeply understand the individual employees, and on this basis to establish the management rules of the enterprise, this management must be efficient.
So, what exactly does employee management mean? What should employee management include? To put it simply, we can understand employee management as micro, partial human resource management, which is the management of individual employees.
The "Employee Management Manual" involves a comprehensive dynamic process of employee management overview, employee work analysis, employee quality assessment, employee pressure management, employee incentive management, employee communication management, employee authorization management, employee conflict management, employee career development management, employee job satisfaction, knowledge-based employee management, employee labor protection, talent loss prevention and employee management operation practices, etc., and is a golden key to open the door to successful management of employees.
The information is free for a limited time, and the specific rules are detailed at the end of the article.
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1. Overview of employee management
1.1 What is Employee Management
1.1.1 Assumptions about human nature in management
1.1.2 Needs of Employees
1.1.3 Content and objectives of employee management
1.1.4 Responsibilities of Managers
1.2 Quality of work
1.2.1 Overview of quality of life at work
1.2.2 Ways to improve the quality of work quality
1.3 Work satisfaction
1.3.1 What is work satisfaction
1.3.2 Basis for Employee Expectations
1.3.3 Survey of job satisfaction
2. The premise of employee management
2.1 What is Employee Job Analysis
2.1.1 Why conduct an employee job analysis
2.1.2 Content of employee job analysis
2.1.3 Methods of employee job analysis
2.2 General steps for employee job analysis
2.2.1 The five stages of employee job analysis
2.2.2 Examples of work analysis questionnaires (see Tables 2-1)
2.2.3 Examples of work analysis survey documents
2.2.4 Examples of work analysis and research reports
2.3 Job descriptions for employees in common positions
2.3.1 Accounting Job Description
2.3.2 Cashier Job Description
2.3.3 Sales Manager Job Description
2.3.4 Job Description for Technical Support Engineers
2.3.5 Job description for office clerks
2.3.6 Driver Job Description
3. Get to know your employees
3.1 Differences in employee personality
3.1.1 The Personality of the Employee
3.1.2 Factors affecting personality formation
3.1.3 Western theory of personality
3.1.4 Traditional Chinese Personality Type Division
3.2 Differences in employee temperament
3.2.1 Temperament of employees
3.2.2 Types of temperament
3.2.3 Temperament and occupation
3.3 Differences in the personality of employees
3.3.1 Character of the Employee
3.3.2 Types of Personality
3.3.3 Personality and occupation
3.4 Differences in Employee Capabilities
3.4.1 Competence of Employees
3.4.2 Classification and structure of capabilities
3.5 Occupational Adaptation Theory
3.5.1 Theory of Occupational Adaptation
3.5.2 Occupation Index
3.6 Employee quality assessment
3.6.1 Types of employee quality assessment
3.6.2 Examples of employee quality assessment tools
4. Employee pressure management
4.1 Types and nature of employee stress
4.1.1 What is pressure
4.1.2 Types of Employee Stress
4.1.3 The nature of employee pressure
4.2 Employee Stressors
4.2.1 Categorize from content
4.2.2 Classification from form
4.3 Employee Stress Diagnosis
4.3.1 Diagnosis of working pressure sources
4.3.2 Diagnosis of stress tolerance
4.4 Control of pressure
4.4.1 Catharsis
4.4.2 Inquiries
4.4.3 Booting
4.5 Operational practices of work pressure management
4.5.1 Identification of working pressure
4.5.2 Principles of work pressure management
4.5.3 Strategies for Working Stress Management
5. Employee motivation management
5.1 What is Employee Motivation?
5.1.1 The Concept of Employee Motivation
5.1.2 Modern enterprises attach importance to employee motivation
5.2 Employee Motivation Theory
5.2.1 Maslow's hierarchy of needs
5.2.2 Herzberg's two-factor theory
5.2.3 McGoleren's achievements require theory
5.2.4 Furlong's Theory of Expectation Incentives
5.2.5 Weiner Attribution Theory
5.2.6 Adams' Theory of Fairness
5.3 Principles and Methods of Employee Motivation
5.3.1 Principles of Employee Motivation
5.3.2 Methods of Employee Motivation
5.3.3 Improve the effectiveness of employee motivation
5.3.4 Motivational Capacity Diagnosis
5.4 "Zero Cost" Incentives
5.4.1 Why should we respect our employees
5.4.2 How to respect employees
5.5 Examples of employee incentives in famous enterprises
5.5.1 Employee Management of GE Corporation
5.5.2 Management of Knowledge Employees at Microsoft Corporation
6. Employee communication management
6.1 The Meaning of Communication
6.1.1 Communication Overview
6.1.2 Significance of Communication
6.2 Factors Affecting Communication
6.2.1 The Process of Communication
6.2.2 Classification of Communication
6.2.3 Barriers to Communication
6.2.4 How to improve the efficiency of communication
6.3 Communication Networks
6.3.1 Communication networks of formal organizations
6.3.2 Communication networks of informal organizations
6.4 Communication Skills
6.4.1 Listening Skills
6.4.2 Reading Skills
6.4.3 Presentation Skills
6.4.4 Negotiation Skills
6.4.5 Writing Skills
6.4.6 Critical Techniques
6.4.7 Meetings
6.4.8 Body Language
6.5 Examples of employee communication management in famous enterprises
6.5.1 Staff Coordination Meetings
6.5.2 Supervisor reporting
6.5.3 Staff Meetings
7. Employee authorization management
7.1 Why Authorization
7.1.1 What is Authorization
7.1.2 Why Authorization
7.1.3 Obstacles to Authorization
7.2 Principles of Delegation
7.2.1 Principles of Authorization
7.2.2 Issues to be aware of when authorizing
7.2.3 Authorization Status Survey
7.3 Procedures and Extent of Authorization
7.3.1 Authorized Procedures
7.3.2 Degree of Authorization
7.3.3 Authorized Control Diagnostics
8. Employee conflict management
8.1 Types of Employee Conflicts
8.1.1 Introduction to Conflicts
8.1.2 Types of Employee Conflicts
8.2 Causes of Employee Conflict
8.2.1 Dublin's Conflict Causes Model
8.2.2 Causes of individual employee conflicts
8.2.3 Causes of conflicts between employees
8.2.4 Causes of organizational conflict
8.3 Resolution of Conflicts
8.3.1 General methods of resolving employee conflicts
8.3.2 Thomas's Conflict Handling Model
8.3.3 Resolution of Organizational Conflicts
8.3.4 Test your Conflict Management Index
9. Employee career development management
9.1 Overview of Career Development Management
9.1.1 Division of Occupational Stages
9.1.2 Arrangement of the employee's career cycle
9.2 Employee self-occupation management
9.2.1 Employee Self-Planning
9.2.2 Self-assessment by employees
9.3 Career development plans for employees
9.3.1 The importance of enterprises formulating career development plans for employees
9.3.2 How to help employees develop career development plans
9.4 Career Planning Operational Practices
9.4.1 Issues to be noted in career planning
9.4.2 Career management of SMEs
9.4.3 How to design your career
9.4.4 Misunderstandings in the concept of career development
9.5 Career development cases of well-known enterprises
9.5.1 Background
9.5.2 Components of the System
10. Employee job satisfaction
10.1 Overview of Satisfaction Surveys
10.1.1 Why should we care about employee job satisfaction
10.1.2 How to understand employee job satisfaction
10.2 Examples of Satisfaction Questionnaires
10.2.1 Precautions
10.2.2 Questionnaires
10.3 Satisfaction Survey Analysis Report
10.3.1 Introduction
10.3.2 Rationale
10.3.3 Recommendations
11. Operational practice of employee job satisfaction survey
11.1 Questionnaire Method
11.1.1 Employee satisfaction model selection
11.1.2 Design of employee satisfaction questionnaires
11.1.3 Employee Satisfaction Questionnaire
11.1.4 Implementation of questionnaire surveys and data collection
11.2 Interview Method
11.2.1 Interview Implementation
11.2.2 Interview Minutes (see Tables 11-5~11-10)
11.3 Survey Data Processing
11.3.1 Survey statistics (Table 11-11~11-13)
11.3.2 Summary of Survey Results
11.3.3 Seven misunderstandings that should be avoided in employee satisfaction surveys
11.4 Analysis of the current situation of enterprise management
11.4.1 Analysis of the current situation of compensation management
11.4.2 Analysis of the current situation of performance appraisal management
11.4.3 Positive incentive injuries in performance appraisal
11.4.4 Analysis of the current situation of training management
11.4.5 Analysis of the current situation of the intrinsic incentive mechanism
11.5 Application of the Survey Results
11.5.1 Human resource development model design ideas
11.5.2 Establishment of a human resources development model
11.5.3 Design of remuneration incentive system
11.5.4 Design of performance appraisal system
11.5.5 Training system design
11.5.6 Design of internal incentive mechanisms
12. Knowledge-based employee management
12.1 Overview of Knowledge Workers
12.1.1 What is a Knowledge Worker?
12.1.2 Characteristics of Knowledge Workers
12.1.3 How to manage knowledge workers
12.2 How to motivate knowledge workers
12.2.1 Analysis of external incentive factors
12.2.2 Analysis of intrinsic motivators
12.2.3 Combination of external and intrinsic factors
12.3 Human resources management in knowledge-based enterprises
12.3.1 New features of human resource management in knowledge-based enterprises
12.3.2 Human resource management methods for knowledge-based enterprises
12.4 Management of technical titles of knowledge-based employees
12.4.1 Careers of Knowledge Workers
12.4.2 Examples of title management systems for knowledge-based employees
12.4.3 Examples of Job Title Evaluation Standards for Knowledge-based Employees
12.5 Empirical research on project management of knowledge-based teams
12.5.1 Project Background
12.5.2 Team Formation
12.5.3 Run-in of the team
12.5.4 Maturity of the team
12.5.5 Performance evaluation of team members
13. Employee labor protection
13.1 Labour Relations
13.1.1 Elements for establishing labour relations
13.1.2 Rights and Obligations of Employees
13.1.3 Rights and Obligations of The Enterprise
13.2 Labour Protection
13.2.1 Labour protection for female employees
13.2.2 Laws relating to the protection of women workers (see Table 13-1)
13.2.3 Labor Protection for Minor Employees
13.2.4 Laws relating to the special protection of minor employees (see Table 12-2)
13.3 Employment Contracts
13.3.1 Contents of the Employment Contract
13.3.2 Content of collective contracts
13.3.3 Employment Contract Documents
13.4 Labor Disputes
13.4.1 Content of Labor Disputes
13.4.2 Handling of Labour Disputes
13.4.3 Handling of special labour disputes (see Table 12-3)
13.5 Social Security
13.5.1 Labour Insurance
13.5.2 Corporate Employee Benefits
14. Prevent brain drain
14.1 Main causes of brain drain
14.1.1 Start with a case
14.1.2 Main causes of talent mobility
14.2 Measures to prevent brain drain
14.2.1 Strengthen risk management
14.2.2 Five measures to prevent brain drain
14.2.3 Employee Retention Strategies Adopted by U.S. Companies (see Table 14-2)
14.2.4 Tips for U.S. companies to retain employees
14.3 IT enterprise brain drain survey report
14.3.1 Background
14.3.2 Data and Research Methods
14.3.3 Results and Discussion
14.3.4 Analysis of the general influencing factors of loss
14.3.5 Analysis of influencing factors of the Chineseization scenario of loss
14.3.6 Analysis of the characteristic influencing factors of the loss of technical personnel
14.3.7 Summary of this Survey Report
15. Employee management operation practices
15.1 Employee Management in Crisis
15.1.1 Crisis factors affecting employees
15.1.2 Possible emotions of employees
15.1.3 How the Manager Handles It
15.1.4 Measures to be taken by enterprises
15.2 How to manage employees in small businesses
15.2.1 Small businesses should be predominantly regulatory
15.2.2 The way to manage small businesses is to "borrow power"
15.2.3 Small business managers should be good at playing their own "role model effect"
15.3 How to manage the psychological contract of employees
15.3.1 What is a mental contract
15.3.2 How to manage the psychological contract of employees
15.4 How to manage unsociable employees
15.4.1 Having misogynies is not a bad thing
15.4.2 What is an "unsociable" employee
15.4.3 Do a good job of relationships with people who don't fit in
15.5 How to Manage Young Employees
15.5.1 Understanding Young Employees
15.5.2 Management skills of young employees
15.6 How to manage passive employees
15.6.1 Personality analysis of passive employees
15.6.2 Typical manifestations of passive employees
15.6.3 General approach to managing passive employees
16. Employee management cases
16.1 HP Strategic Details Human Resource Management
16.1.1 Theory of Excellence
16.1.2 Dynamic Growth
16.2 Amway Affectionate Employee Management
16.2.1 Employees are partners
16.2.2 Employees are family members
16.2.3 There is no limit to employee communication
16.2.4 The purpose of training is to improve the quality of employees
16.3 Employee management at 7.11 convenience stores in Japan
16.3.1 Standardized Employee Management
16.3.2 The Ideological Roots of Management
16.3.3 Inspection and Evaluation
16.3.4 Regulation of Employee Conduct
16.3.5 The theory of the added value of the human heart
16.4 Employee Management at Walmart
16.4.1 Firmly believe in internal training of talents
16.4.2 The focus is on studiousness and responsibility
16.4.3 Advocating job rotation
16.4.4 Walmart's "newcomer", 90 days set to be done
17. Employee management golden ideas
17.1 Establish open communication
17.2 Coach employees to develop their personal careers
17.3 Set high expectations
17.4 "You are the company"
17.5 Rigidity and softness complement each other, and leniency complement each other
17.6 Talent Inventory
17.7 "No Need for Smart People"
17.8 "Three works" management system
17.9 "Horse Racing" System
17.10 Ultra-flexible working hours
17.11 The "Golden Parachute" Regime
17.12 "Sedimentary Welfare" System
17.13 Ping An Insurance Company's "Employee Participation Management"
17.14 3M Company
17.15 Ideological education
17.16 "Saw back"
17.17 Teaching by example is more important than words
17.18 Objective environmental incentives
17.19 More commendations for employees
17.20 Small merit is a reward
17.21 Honor Incentives
17.22 Self-motivation
17.23 Interest Incentives
17.24 Quality service comes from employee engagement
17.25 Employee Decision-Making: The Invisible Enabler of the Enterprise
17.26 Career Development Retention
17.27 Make "thinking" the motto of employees
17.28 Pip Incentive
17.29 "Ban" for Japanese Manufacturing
17.30 "Never Dismiss The Policy"
17.31 Enrichment of work
17.32 Caring
17.33 Crisis Warning
17.34 Broadening the path of speech inspires enthusiasm
17.35 Use of radicals
17.36 One-day factory director
17.37 star management
Appendix Employee Assessment Scale
Assessment 1: Streilao Temperament Questionnaire
Assessment 2: Personality traits measurement scale
Assessment 3: Eisenk's Emotional Stability Test
Assessment 4: Williams' Creativity Tendency Survey
Assessment 5: Sample job satisfaction assessment
Assessment 6: Employee Self-Assessment Series
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Employee Management Manual