本文選題：員工關(guān)系 + 罷工��； 參考：《華南理工大學(xué)》2013年碩士論文

【摘要】：《勞動合同法》的頒布和實施，開啟了勞動關(guān)系集體調(diào)整的新起點，并為勞動關(guān)系的集體調(diào)整提供了法律基礎(chǔ)；伴隨政府致力于消除日益擴大的貧富差距，立法規(guī)定要求勞資雙方通過工資集體協(xié)商機制提高勞動者報酬。在這樣時代背景下，我國集體勞動爭議和工人的集體行動有了較大增幅，各地罷工風(fēng)起云涌。 對于企業(yè)而言，如何在這種形勢下，處理好員工關(guān)系，如何避免罷工，避免罷工對公司發(fā)展的破壞性影響，如何建設(shè)和諧的勞資關(guān)系，形成共贏的局面具有非常重要的意義。 國內(nèi)對從企業(yè)人力資源角度研究罷工問題的研究不是很多，而筆者由于在該發(fā)生三連罷的企業(yè)做總經(jīng)理五年,目睹并且處理了三連罷中的兩起罷工,罷工后和許多當(dāng)事人進行了訪談，溝通，經(jīng)常就罷工事件和勞動部門負(fù)責(zé)人,工會交換意見，因而所作的研究是非常直接的,對企業(yè)有很強的參考意義。 本文嘗試以克拉克公司所遇到的三連罷事件來探討解決企業(yè)罷工的問題�？死斯臼且患业沦Y企業(yè),和許多發(fā)生罷工的企業(yè)不同，克拉克公司的工資，福利，社會責(zé)任等在所在地都是很不錯的，但早在2008年《勞動合同法》頒布后的7月份克拉克公司就趕上了第一次罷工潮，創(chuàng)造了自己的第一次罷工的歷史，2010年再次和本田一塊成為該區(qū)發(fā)生罷工的外資工廠之一，到2012年，它成就了自己的第三次罷工，成為地區(qū)最多罷工的外資企業(yè)。 本文運用了勞動關(guān)系管理中的沖突與合作理論，溝通，勞動紀(jì)律管理，心理契約，工會和工資集體協(xié)商理論，人力資源管理中的薪酬體制，激勵機制，績效管理等理論來指導(dǎo)分析克拉克公司三連罷的原因；本文運用了問卷調(diào)查法，文獻分析法，深度訪談法等分析方法來分析問題，得出克拉克公司三連罷的原因就在于：人力資源管理不到位，薪酬制度及結(jié)構(gòu)缺乏激勵，績效考核幾乎沒有，，勞動紀(jì)律管理差，溝通上缺乏工會組織作為橋梁，罷工處理不恰當(dāng)，反向激勵，促使員工通過集體罷工解決爭端,管理問題導(dǎo)致長期勞資關(guān)系存在不和諧的因素等。本文在此基礎(chǔ)上提出了解決方案：推行有規(guī)必依的勞動紀(jì)律管理，實行具有激勵的績效考核工資，建立工會創(chuàng)建和諧勞資關(guān)系，使用工資集體協(xié)商解決工資談判問題，減小公司規(guī)模規(guī)避風(fēng)險,善待員工,創(chuàng)建和諧勞資關(guān)系等。
[Abstract]:The promulgation and implementation of the Labor contract Law opened a new starting point for collective adjustment of labor relations and provided a legal basis for collective adjustment of labor relations, which was accompanied by the government's efforts to eliminate the widening gap between the rich and the poor. Legislation requires both employers and employees to increase their remuneration through collective wage negotiation. Under this background, the collective labor dispute and the collective action of workers have increased greatly in our country. For enterprises, how to deal with employee relations, how to avoid strike, how to avoid the destructive impact of strike on the development of the company, how to build harmonious labor relations, and how to form a win-win situation have very important significance. Domestic research on the issue of strike from the angle of enterprise human resources is not much, and the author, because he was the general manager of the enterprise in which the strike occurred for five years, witnessed and handled two strikes in the third strike. After the strike, many parties were interviewed, communicated, and often exchanged views on the strike incident and the head of labor department, trade union, so the research is very direct and has very strong reference significance to the enterprise. This paper attempts to discuss how to solve the problem of strike by Clark Company. Clark is a German company, and unlike many of the companies that have gone on strike, Clark's wages, benefits, social responsibility, etc., are pretty good in their location. But as early as July, after the promulgation of the Labor contract Law in 2008, the Clark Company caught up with the first strike wave, creating its own history of the first strike. In 2010, together with Honda, it became once again one of the foreign factories in the region that went on strike. By 2012, it had made its third strike, becoming the region's largest strike by foreign companies. This paper applies the theory of conflict and cooperation in labor relations management, communication, labor discipline management, psychological contract, labor union and wage collective negotiation theory, compensation system in human resources management, incentive mechanism, The theory of performance management is used to guide the analysis of the reasons for Clark's three consecutive strikes. This paper uses questionnaire survey, literature analysis, in-depth interview and other analytical methods to analyze the problem. The reasons for Clark's third strike are that human resource management is not in place, compensation system and structure lack of incentives, performance appraisal is almost no, labor discipline is poor, and trade union organization is lack of communication as a bridge. The improper handling of strike, the reverse incentive, the employees to solve the dispute through collective strike, the management problems lead to the long-term labor relations exist disharmonious factors and so on. On this basis, this paper puts forward the solution: to carry out the management of labor discipline according to the rules, to carry out the performance appraisal wage with incentive, to establish the trade union to establish harmonious labor relations, to solve the wage negotiation problem through collective wage negotiation. Reduce the size of the company to avoid risk, treat employees, create harmonious labor relations.
【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：D922.5;D412.6

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