The 3P model that introduces the concept of corporate culture can be described as follows: the enterprise evaluates the position according to the cultural characteristics such as corporate values, clarifies the job responsibilities of all employees, designs the performance evaluation elements of human resources according to the requirements of corporate culture, and adopts appropriate evaluation schemes to evaluate all employees of the enterprise regularly. The following is an analysis paper on the 3P model of corporate culture that I collected for you, hoping to help you.
The essence of corporate culture is the organizational culture formed from the organization of economic activities, and its ideology and material form, such as values and codes of conduct, are recognized by the members of the organization. Broadly speaking, corporate culture is a subsystem of social culture and a subculture. Corporate culture not only reflects the characteristics of production and operation, organization and management, but also reflects the strategic objectives, group consciousness, values and behavior norms of enterprises in production and operation activities through the material basis of production and operation and the products and services produced and operated by enterprises. It is not only a window to understand the degree of social civilization, but also a growing point of social contemporary culture. In a narrow sense, corporate culture is the highest level of humanistic management theory. Corporate culture attaches importance to human factors, emphasizes the power of spiritual culture, and hopes to form codes of conduct, values and moral norms with an invisible cultural force, to unite employees' sense of belonging, enthusiasm and creativity, to guide employees to work hard for the development of enterprises and society, and to make an impact on the social and cultural environment through various channels.
Keywords: corporate culture; Organizational culture; Management characteristics
1 3P model and its design principles of introducing corporate culture.
The 3P model with the concept of corporate culture can be described as follows: the enterprise evaluates the position according to the cultural characteristics such as corporate values, defines the job responsibilities of all employees, designs the performance evaluation elements of human resources according to the requirements of corporate culture, and adopts appropriate evaluation schemes to evaluate all employees of the enterprise regularly. And according to the performance appraisal results, determine the salary, welfare and bonus distribution plan.
Job evaluation system is the basic link of human resource management in small and medium-sized enterprises. Establishing a perfect job evaluation system can make human resource management purposeful and targeted. The design of post evaluation system should follow the principles of practicality, systematicness and innovation.
Performance appraisal system is the foundation of human resource management in small and medium-sized enterprises. A perfect performance appraisal system provides a direct basis for salary management and directly affects the enthusiasm of employees. Therefore, the principles of consistency, emphasis, irrelevance and non-evaluation should be followed when evaluating performance.
Salary management system is the core link of human resource management in small and medium-sized enterprises. Is the salary system of the enterprise good? A double-edged sword? Proper use can attract, retain and motivate talents; Improper use may bring crisis to enterprises; Therefore, enterprise design should follow the principles of economy, incentive, internal fairness and external competitiveness.
2 Entrepreneurial enterprises introduce a strong culture of 3P mode
(1) the formation of a strong culture
Due to the ability of leaders and the requirements of the development of small and medium-sized enterprises, the core figures of enterprises have high spiritual pursuit and lofty goals in values, and dare to innovate and take risks. They have high expertise in technology, and many of them are experts in his field. They hold the core technology of the enterprise and decide the life and death of the enterprise. Therefore, it is easy to understand the absolute authority of the core figures in the enterprise in the early stage of entrepreneurship, and his thoughts are easily accepted and recognized by everyone, and can be thoroughly implemented. During the entrepreneurial period, the enterprise has gradually formed a strong culture. Enterprises in this period also need all employees to work together for the same goal, and a strong culture is meeting the needs of enterprise entrepreneurship. Facts have proved that many successful enterprises have achieved success under the guidance of a strong culture during their start-up period.
(2) The three-way model of introducing strong culture in the start-up period.
The first stage of enterprise development is the start-up period. The so-called start-up period refers to the stage when the product of the enterprise is successfully trial-produced and put into the market for trial sale. In the initial stage, there are few employees, less workload and easy internal coordination. It is easy for enterprise founders to know the actual work situation of each employee, and it is also easier to introduce the 3P human resource management model under a strong culture. Small and medium-sized enterprises can generally be divided into highly technology-intensive posts, management posts, management posts and production posts. Performance evaluation is mainly based on subjective evaluation. Because there are few employees and less workload in the initial stage, it is easy for enterprise managers to understand everyone's work and evaluate it subjectively.
3 growth and development period, enterprises introduce the 3P model of strategic rational culture.
(1) Cultural Formation of Reasonable Strategies
A strategically reasonable culture means that the corporate culture must be suitable for the corporate environment, business strategy, business performance and growth. How to form a culture with reasonable strategies? First of all, it is necessary to sum up a strong culture, extract the values of the core figures of the enterprise and form the core values of the enterprise. Secondly, we should standardize enterprises in the form of system. It is necessary to embody the core values of enterprises from the perspective of system, and ensure the daily management of enterprises with various rules and regulations. Third, all employees need to participate in the creation. Corporate culture is an excellent culture formed by all employees in the production and operation of enterprises, which is gradually improved through continuous accumulation. So it is also the crystallization of the commonality of all employees. In the process of corporate culture formation, representatives of different periods will be produced in different periods, and the cultural content will be continuously enriched, so that all employees can constantly understand corporate culture, truly identify with and integrate into the enterprise, and various systems of the enterprise will be implemented. Fourth, establish the external image of the enterprise. Enterprises should combine the abstract core content of corporate culture with specific management behaviors, truly gain the recognition of employees, and spread it to the outside world through various behaviors of enterprises and employees and corporate publicity activities, form a corporate culture widely recognized inside and outside the enterprise, and establish a good external image of the enterprise. Through the above steps, enterprises can complete the construction of corporate culture with reasonable strategies.
(2) Introducing the 3P model of strategic rational culture in the growth and development period of enterprises.
Due to the rapid growth of enterprise personnel, the workload is getting bigger and bigger, and the internal division of labor is getting finer and finer, it is impossible for senior enterprise personnel to understand everyone's situation. At this time, it is necessary to establish a threesome model on the basis of a reasonable strategic culture.
Jobs in small and medium-sized enterprises can be divided into highly technology-intensive jobs, management jobs, management jobs and production jobs. In the post-evaluation system of introducing strategic corporate culture, the factor comparison method can be adopted. Factor comparison method does not need to care about specific job responsibilities and qualifications, but abstracts the contents of all jobs into several elements. According to the different requirements of each post for these elements, the post value is obtained. A more scientific approach is to abstract the work content into five factors: intelligence, skills, physical strength, responsibility and working conditions. The evaluation team first divides each factor into several different grades, and then corresponds to different factors and grades according to the content of the post, and the sum of the grade values is the post value of the post.
The balanced scorecard method can be applied to the performance evaluation system, which is a reasonable method to adapt to the development of enterprises. Based on the strategic objectives and competitive factors of enterprises, the balanced scorecard method combines financial evaluation indicators with the improvement of customer satisfaction, internal processes and enterprise learning ability to help enterprises make breakthrough progress in key areas such as products, processes, customers and market development. The system puts all the factors that affect the competitiveness of enterprises in the same management report to prevent sub-optimal behavior.
In the high-speed growth period, the market share of small and medium-sized enterprises is getting higher and higher, and the profits of enterprises are getting bigger and bigger. For its own development, enterprises should adapt to corporate culture with reasonable strategies when formulating salary policies. In order to maintain the competitive position of enterprises, we must take into account the dual functions of corporate culture and 3P human resource management. On the one hand, we should use soft factors such as career and emotion to retain people, on the other hand, we should consider the incentive function of salary. Therefore, the salary of the design is higher, the bonus is relatively higher, the long-term reward is higher, and the welfare level will be higher. Implement equity incentives for core employees and option incentives for other employees.
For the high technology-intensive positions and senior management positions in the new product department, it is the core strength of enterprise development, and the salary design must consider the stable development of the enterprise. Therefore, the salary system combines high post salary, high welfare, high bonus and option, which can stabilize the management and technical team of the enterprise and realize the stable development of the enterprise. The general management and production positions of the new product department should also adopt the grade salary system. According to the post demand and actual ability of the enterprise, as well as the actual ability and level of employees, the post salary is determined, and rewards and bonuses are given according to the company's operation.
For the original product technology-intensive posts and senior management posts, while gradually reducing the number of employees, the salary system adopts the combination of high post salary plus welfare and high bonus, which is used to maintain the profit of enterprise products and recover funds for enterprises. The general management and production positions of the original products should also adopt the hierarchical wage system, and rewards and bonuses should be given according to the company's operating conditions.
4 conclusion
The salary system of post-level salary (basic salary) plus commission can also be adopted for market management positions of enterprises, but the commission ratio of different products can be adjusted appropriately to find a good balance between enterprises and individuals. This adjustment of distribution will not reduce the income of operators as a whole, but will increase the income of enterprises and choose better market operators for enterprises.
refer to
[1] Wu, Jing Yuping, Mystery of corporate culture, human resources case record [M]. Shanghai: Shanghai Pudong Electronic Publishing House, 2003:55-58.
[2] Liu Guangming. Corporate culture [M]. Beijing: Economic Management Press,1999:162-170.
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