2826.B 廣州中青旅行社留人策略外文參考文獻(xiàn)譯文及原文doc

1、本科畢業(yè)設(shè)計(jì)（論文）外文參考文獻(xiàn)譯文及原文 學(xué) 院 經(jīng)濟(jì)管理學(xué)院 專(zhuān) 業(yè) 工商管理 年級(jí)班別 學(xué) 號(hào) 學(xué)生姓名 指導(dǎo)教師 年 月 日人才流失的經(jīng)濟(jì)學(xué)分析及啟示人才優(yōu)勢(shì)是現(xiàn)代企業(yè)競(jìng)爭(zhēng)優(yōu)勢(shì)的核心，人才競(jìng)爭(zhēng)是企業(yè)間競(jìng)爭(zhēng)中最為本質(zhì)的內(nèi)容。日趨激烈的國(guó)際化競(jìng)爭(zhēng)使人才流失成為制約企業(yè)持久發(fā)展的重要問(wèn)題。隨著現(xiàn)代經(jīng)濟(jì)市場(chǎng)化程度的提高，知識(shí)經(jīng)濟(jì)時(shí)代的顯現(xiàn)，如何有效地解決人才流失問(wèn)題成為每個(gè)企業(yè)所必須解決的歷史課題。運(yùn)用現(xiàn)代經(jīng)濟(jì)學(xué)的基本分析工具，分析了威脅現(xiàn)代企業(yè)持續(xù)發(fā)展的人才流失問(wèn)題，并在此基礎(chǔ)上提出了一些克服人才流失的對(duì)策。1 企業(yè)人才流失博弈分析的結(jié)論企業(yè)人才流失通常指人才基于一定的動(dòng)因，從一個(gè)企業(yè)組織中

2、游離出來(lái)或從一個(gè)企業(yè)到另一個(gè)企業(yè)的過(guò)程或現(xiàn)象。當(dāng)動(dòng)態(tài)地考察人才流失行為的發(fā)生時(shí)，人才流失是一種過(guò)程；當(dāng)靜態(tài)地考察人才流失結(jié)果時(shí)，人才流失是一種狀態(tài)現(xiàn)象?，F(xiàn)實(shí)中，致使人才流失的動(dòng)因是多種多樣的、綜合的。按照經(jīng)濟(jì)學(xué)分析的傳統(tǒng)，本文假設(shè)企業(yè)人才流失是企業(yè)與個(gè)人之間以成本收益比較為基礎(chǔ)，進(jìn)行的博弈過(guò)程的結(jié)果。人才比較自己流出的成本收益決定是否流出企業(yè)，企業(yè)也同樣根據(jù)設(shè)置壁壘的成本收益分析決定是否設(shè)置壁壘。這里的壁壘主要指企業(yè)為防止人才流失而建立的有關(guān)制度規(guī)則，不包括企業(yè)對(duì)人才施行的物質(zhì)的與非物質(zhì)的激勵(lì)措施。我們經(jīng)過(guò)對(duì)博弈模型進(jìn)行均衡分析看出，人才流出的概率與企業(yè)設(shè)置壁壘的成本以及人才為克服壁壘而支付的

3、代價(jià)(違約金) 有關(guān)，與企業(yè)設(shè)置壁壘的成本呈正向關(guān)系，企業(yè)設(shè)置壁壘的成本越高，人才流出的概率越高，因?yàn)楦叱杀緯?huì)降低企業(yè)設(shè)置壁壘的概率；與人才克服壁壘的代價(jià)呈反向關(guān)系，人才克服壁壘的代價(jià)越低，人才流出的概率越高。企業(yè)設(shè)置壁壘的概率與人才在本企業(yè)的初始收益、人才在流入企業(yè)的收益以及企業(yè)因設(shè)置壁壘而獲得的收益(人才交納的違約金) 有關(guān)，與人才在本企業(yè)的初始收益呈反向關(guān)系，人才的初始收益越低，企業(yè)設(shè)置壁壘的概率越高；與人才在流入企業(yè)的收益呈正向關(guān)系，人才在流入企業(yè)的收益越高，企業(yè)面臨的競(jìng)爭(zhēng)壓力越大，因而企業(yè)設(shè)置壁壘的概率越高；與企業(yè)因設(shè)置壁壘而獲得的收益呈反向關(guān)系，企業(yè)設(shè)置壁壘的收益越低，其設(shè)置壁壘的

4、概率越高，因?yàn)槠髽I(yè)的收益伴隨著人才的成本(罰金) ，克服壁壘的低成本往往導(dǎo)致人才流出的概率升高。2 企業(yè)人才流失的成本與收益分析基于上文的經(jīng)濟(jì)理性假設(shè)，我們知道企業(yè)和人才的決策都是權(quán)衡成本收益比較的結(jié)果做出的。只有設(shè)置壁壘的收益大于所承擔(dān)的成本，企業(yè)才會(huì)采取設(shè)置壁壘策略，而人才也不會(huì)在流出收益不足以彌補(bǔ)流出代價(jià)時(shí)選擇流出?，F(xiàn)實(shí)中無(wú)論企業(yè)還是人才，其成本與收益都是相當(dāng)復(fù)雜的，這里具體分析一下各局中人的成本與收益，以便從中得出更多的有益啟示。2.1 企業(yè)的成本與收益1、 人才流失引致的企業(yè)成本：雖然人才流失對(duì)企業(yè)有時(shí)也有一些積極意義，如促使人才合理優(yōu)化配置、提高警惕等，但是由于通常人才流失對(duì)企業(yè)都

5、是弊遠(yuǎn)大于利的，因此本文只討論人才流失對(duì)企業(yè)的損失。其一，人才流失引起人才空缺引致的企業(yè)效率損失以及企業(yè)的人才重置成本。其二，人才流失引致的企業(yè)在商業(yè)秘密、核心技術(shù)、穩(wěn)定客戶等方面的損失。其三，流失人才為競(jìng)爭(zhēng)對(duì)手所用，必將改變企業(yè)間的競(jìng)爭(zhēng)實(shí)力對(duì)比，有時(shí)甚至?xí)淖兤髽I(yè)間的相對(duì)地位，從而給本企業(yè)造成巨大的損失。其四，人才流失還可能引發(fā)連鎖反應(yīng)，如，增加其他人才的心理成本，影響其積極性等。其五，人才流失還可能給企業(yè)帶來(lái)噪音，降低市場(chǎng)對(duì)企業(yè)的評(píng)價(jià)結(jié)果，從而影響企業(yè)聲譽(yù)、股票價(jià)格等。2、企業(yè)設(shè)置壁壘的成本主要包括以下幾個(gè)方面：其一，設(shè)置壁壘的直接成本，指企業(yè)因設(shè)置壁壘而發(fā)生的直接支出。主要包括：設(shè)置壁壘

6、的初始成本，具體指企業(yè)在制定有關(guān)制度規(guī)則過(guò)程中所支付的人力、物力成本；壁壘的作用成本，具體指為保證壁壘的有效性而衍生的相關(guān)組織機(jī)構(gòu)和規(guī)章制度的變動(dòng)成本以及人才觸及壁壘時(shí)企業(yè)貫徹有關(guān)規(guī)則時(shí)付出的成本。其二，設(shè)置壁壘的機(jī)會(huì)成本，指企業(yè)在設(shè)置壁壘時(shí)所耗費(fèi)的人、財(cái)、物用于其他領(lǐng)域可以獲得的收益，如，壁壘的制定、維護(hù)人員在此期間從事其他工作的產(chǎn)出以及耗費(fèi)在設(shè)置壁壘的財(cái)物用于其它生產(chǎn)或投資領(lǐng)域時(shí)的收益等。其三，壁壘的信號(hào)成本，指企業(yè)因設(shè)置的壁壘向外界傳遞的不良信號(hào)，帶來(lái)的企業(yè)招攬人才難度增加以及外界對(duì)企業(yè)的評(píng)價(jià)下降等問(wèn)題，引致的成本。如果所設(shè)置的壁壘比較高，則擬流入者將要求更高的初始收益r0 ，從而增加企

7、業(yè)的人才獲取成本；而且，如果壁壘過(guò)高，企業(yè)容易被外界認(rèn)為是缺乏留住人才的實(shí)力，從而降低企業(yè)對(duì)優(yōu)秀人才的吸引力，企業(yè)在其他領(lǐng)域的聲譽(yù)也會(huì)受到損害。其四，設(shè)置壁壘的制度成本，指因設(shè)置壁壘而增加的整個(gè)管理系統(tǒng)的負(fù)擔(dān)、壁壘本身制度化的成本以及企業(yè)為提高壁壘的有效性而支付的壁壘完善創(chuàng)新成本。任何一項(xiàng)制度規(guī)則的有效性都需要其他管理環(huán)節(jié)的支持，企業(yè)設(shè)置壁壘必然會(huì)增加整個(gè)管理系統(tǒng)的負(fù)擔(dān)；企業(yè)設(shè)置的壁壘要真正起作用必須制度化規(guī)范化，這個(gè)過(guò)程中企業(yè)也需要耗費(fèi)一定的物質(zhì)、信息和時(shí)間資源；壁壘的完善是一個(gè)漸進(jìn)過(guò)程，而且壁壘本身為適應(yīng)不同條件下的需要也要不斷地創(chuàng)新，這都需要企業(yè)支付一定的成本。3、企業(yè)設(shè)置壁壘的收益主要

8、包括以下幾個(gè)方面：其一，企業(yè)設(shè)置壁壘的直接收益源于人才因流出而交納的違約金或源于其他方面的補(bǔ)償金。其二，由于面臨壁壘，人才為從流動(dòng)中獲得更高收益會(huì)積極提升自身人力資本質(zhì)量，從而提高企業(yè)的整體人力資源素質(zhì)，促進(jìn)企業(yè)收益的持久增加。其三，企業(yè)因設(shè)置壁壘使人才隊(duì)伍相對(duì)穩(wěn)定，在提高產(chǎn)出水平、提升企業(yè)形象等方面帶來(lái)的收益增加。其四，壁壘引起的人才流失率下降，將節(jié)省人才重置、培訓(xùn)和管理過(guò)程中的成本，這部分成本也能給企業(yè)帶來(lái)新的收益。2.2 人才的成本與收益1、 人才流出的成本主要包括以下幾個(gè)方面：其一，人才流出決策成本，主要包括：目標(biāo)的尋訪成本，具體指為發(fā)現(xiàn)合意的r1 在時(shí)間、精力和貨幣等方面的投入，由于

9、尋訪過(guò)程中時(shí)間精力上的投入引起的實(shí)際工作的損失以及以上投入在閑暇、消費(fèi)等方面的機(jī)會(huì)成本；目標(biāo)的決定成本，具體指在多個(gè)待選目標(biāo)中選擇最優(yōu)目標(biāo)時(shí)所發(fā)生的直接費(fèi)用以及心理負(fù)擔(dān)等；決策過(guò)程的其他成本，如為達(dá)到流向目標(biāo)的要求而進(jìn)行的個(gè)人人力資本投資成本以及由于表露出的流出意向引起的人際壓力和心理成本等。其二，人才流出過(guò)程成本，主要包括：直接成本，指人才在流出過(guò)程中發(fā)生的直接損失，如差旅費(fèi)、遷移費(fèi)、違約金等；間接成本，指以上直接支出的機(jī)會(huì)成本以及流出過(guò)程引起的現(xiàn)時(shí)收益損失等；人際成本，指流出過(guò)程中為協(xié)調(diào)人際關(guān)系而發(fā)生的支出。其三，人才流出結(jié)果成本，指人才從原來(lái)企業(yè)流出之后面臨的成本，如處于摩擦性失業(yè)狀態(tài)時(shí)

10、的收入損失和人力資本折價(jià)損失以及預(yù)期收益的各種貼現(xiàn)風(fēng)險(xiǎn)等。2、 人才流出的收益主要包括以下幾個(gè)方面：其一，流出后在新企業(yè)獲得的比初始收益更高的新收益r1 ，包括更好的報(bào)酬、福利狀況，更高的職務(wù)頭銜，更強(qiáng)烈的成就感等方面的綜合效用。其二，流出過(guò)程引起的個(gè)人人力資本含量的提高可以給人才在日后的職業(yè)生涯發(fā)展和職業(yè)選擇過(guò)程中帶來(lái)更高的收益。其三，人才的流出意向顯露出來(lái)之后，可能引起企業(yè)的關(guān)注和重用，提高人才在企業(yè)中的相對(duì)地位，由此可以增加人才的收益。總之，無(wú)論是追求利潤(rùn)最大化的企業(yè)，還是追求效用最大化的人才，其行為都是以綜合收益大于綜合成本為出發(fā)點(diǎn)的，即在各項(xiàng)收益與成本均為正值的約束條件下，追求uma

11、x = f(r) - f(c)。3 企業(yè)人才流動(dòng)經(jīng)濟(jì)學(xué)分析的啟示3.1 人才流動(dòng)的復(fù)雜動(dòng)因人才流動(dòng)是多種因素共同作用的結(jié)果，包括社會(huì)環(huán)境因素、企業(yè)因素、人才個(gè)人因素等。社會(huì)環(huán)境因素對(duì)人才流動(dòng)的影響是全方位的，社會(huì)的總體經(jīng)濟(jì)運(yùn)行狀況、社會(huì)保障體制、社會(huì)文化觀念以及社會(huì)的法律制度等因素，通過(guò)影響人才流動(dòng)的預(yù)期收益、抗風(fēng)險(xiǎn)能力、流動(dòng)傾向性、規(guī)則意識(shí)以及人才流動(dòng)的社會(huì)效應(yīng)等方式對(duì)人才流動(dòng)產(chǎn)生影響。人才對(duì)更高效用水平的追求是人才流動(dòng)的主觀動(dòng)因，是人才流動(dòng)根本的動(dòng)力源泉。人才的人力資本含量影響人才在市場(chǎng)上的供求關(guān)系，進(jìn)而決定人才流動(dòng)的潛在收益；人才的價(jià)值觀念影響其流動(dòng)偏好和傾向性；人才的初始財(cái)產(chǎn)影響其抗風(fēng)

12、險(xiǎn)能力；人才的婚姻家庭狀況也是人才流動(dòng)的重要約束變量。企業(yè)在人才配置效率方面的相對(duì)劣勢(shì)是人才流失的客觀動(dòng)因。按照著名的推拉理論，人才流失是流出企業(yè)的推力與流入企業(yè)的引力共同作用的結(jié)果。流出企業(yè)在薪酬福利、工作安排、文化氛圍等方面與人才個(gè)人期望值之間的差距是促使人才流出的重大推力，流入企業(yè)在上述方面與人才個(gè)人期望值的接近是吸引人才流入的重要引力。影響人才流動(dòng)的各種因素不是單獨(dú)起作用的，而是相互聯(lián)系、相互影響，最終以一種合力對(duì)人才流動(dòng)發(fā)生作用。3.2 企業(yè)克服人才流失問(wèn)題的路徑選擇設(shè)置壁壘是企業(yè)防止人才流失的根本途徑，但是壁壘設(shè)置、實(shí)施過(guò)程的高成本以及外部企業(yè)日益強(qiáng)大的拉力使這種方式的效率大打折扣

13、，而且這種方式也與企業(yè)與人才的博弈均衡“不設(shè)置壁壘不流動(dòng)”相背離。因此，企業(yè)需要考慮通過(guò)非壁壘路徑克服人才流失問(wèn)題。人才在流出企業(yè)和流入企業(yè)的收益之間的差距是影響人才流動(dòng)的基本因素。建立合理的薪酬制度是企業(yè)降低人才流失率的基本路徑之一。合理的薪酬水平可以提高人才在本企業(yè)的初始收益r0 ，減少收益差距d ，具有競(jìng)爭(zhēng)力的薪酬水平不僅可以防止本企業(yè)的人才流失，而且可以吸引企業(yè)外部的優(yōu)秀人才流入；科學(xué)的薪酬結(jié)構(gòu)可以使人才根據(jù)自身情況理性地分配、使用、增加自己的人力資本，對(duì)自己的收益有一個(gè)明確的預(yù)期，縮小預(yù)期收益的差距；適宜的薪酬支付制度通過(guò)支付時(shí)間和支付媒介的調(diào)整可以提高同樣薪酬量的效用水平。人才的初

14、始收益是人才在企業(yè)取得的各種回報(bào)的綜合體，人性化的工作設(shè)計(jì)、富有成就感的工作業(yè)績(jī)以及動(dòng)聽(tīng)的職務(wù)頭銜等都會(huì)增加人才的初始收益r0 。企業(yè)不是純粹的經(jīng)濟(jì)單位，人才也不是純粹的生產(chǎn)要素，企業(yè)文化是聯(lián)結(jié)企業(yè)與人才社會(huì)性紐帶。建設(shè)優(yōu)秀的企業(yè)文化，培養(yǎng)團(tuán)隊(duì)精神，不僅可以改變?nèi)瞬艑?duì)流動(dòng)的偏好，而且可以增強(qiáng)人才對(duì)企業(yè)的依賴(lài)性和認(rèn)同感，增加人才流動(dòng)的心理成本。同時(shí)，優(yōu)秀的企業(yè)文化不僅可以提高人才在企業(yè)中的精神收益，而且可以起到斂集優(yōu)秀人才的作用。流動(dòng)是人才自我發(fā)展的內(nèi)在要求，生涯管理將人才的發(fā)展與企業(yè)的發(fā)展更好地協(xié)調(diào)起來(lái)，從根源上弱化了人才流動(dòng)的動(dòng)因。當(dāng)然，人才流失是不能完全避免的，企業(yè)必須采取措施最大限度地降

15、低人才流失帶來(lái)的損失。針對(duì)人才流失后造成的崗位空缺，培訓(xùn)成本增加等問(wèn)題，應(yīng)建立人才儲(chǔ)備機(jī)制以及人才的功能性使用機(jī)制，從而保證關(guān)鍵人才的及時(shí)補(bǔ)充。加強(qiáng)保密制度建設(shè)與監(jiān)督，注重人才職業(yè)道德的培養(yǎng)，降低人才流失在泄露商業(yè)秘密、轉(zhuǎn)移核心技術(shù)等方面造成的損失。此外，還應(yīng)建立人才預(yù)警系統(tǒng)，加強(qiáng)企業(yè)與人才之間的溝通，及時(shí)了解人才的異常動(dòng)向，盡早發(fā)現(xiàn)人才的流動(dòng)意向，并采取合理的改善措施，如，了解并滿足人才的需要或及時(shí)尋找替代者等。3.3 建設(shè)有利于人才合理有序流動(dòng)的社會(huì)環(huán)境人才流動(dòng)的社會(huì)效應(yīng)是雙向的，一方面，人才流動(dòng)是一種優(yōu)化資源配置的重要方式，有利于整個(gè)社會(huì)福利的增加；另一方面，人才流動(dòng)在增加就業(yè)壓力、就業(yè)

16、真空過(guò)程中的生產(chǎn)效率損失等方面也具有明顯的負(fù)面效應(yīng)。實(shí)現(xiàn)人才的合理有序流動(dòng)需要有良好的社會(huì)環(huán)境。影響人才流動(dòng)的社會(huì)環(huán)境主要包括社會(huì)的文化環(huán)境、市場(chǎng)環(huán)境以及國(guó)家的法律法規(guī)等方面。首先，必須營(yíng)造一種良好的文化環(huán)境，對(duì)人才流動(dòng)形成一種科學(xué)的價(jià)值判斷，全面地看待人才流動(dòng)的正負(fù)效應(yīng)，促使人才選擇合理的流動(dòng)方式。同時(shí)，要公平地看待進(jìn)行流動(dòng)的人才，保證人才有均等的機(jī)會(huì)實(shí)現(xiàn)預(yù)期收益。其次，建立完善的人才市場(chǎng)，提高人才流動(dòng)的市場(chǎng)化程度。一方面，要建立完善的人才市場(chǎng)體系，保證人才可以按照市場(chǎng)規(guī)則自主流動(dòng)；另一方面，要注意培育優(yōu)質(zhì)的人才市場(chǎng)中介機(jī)構(gòu)，為人才流動(dòng)提供優(yōu)質(zhì)的服務(wù)，從而提高人才流動(dòng)的經(jīng)濟(jì)效率和社會(huì)效率。第

17、三，加強(qiáng)相關(guān)的法律法規(guī)建設(shè)，使人才流動(dòng)有法可依，保障各利益主體的合法權(quán)益，通過(guò)法律手段減少人才流動(dòng)的負(fù)面效應(yīng)，如，競(jìng)業(yè)禁止就是一種人才流動(dòng)中保護(hù)商業(yè)秘密的良方。此外，還應(yīng)加強(qiáng)對(duì)人才流動(dòng)的引導(dǎo)，增強(qiáng)人才流動(dòng)的規(guī)則意識(shí)，促進(jìn)人才的合理有序流動(dòng)。brain drain of economic analysis and inspirationthe talented person superiority is the modern enterprise competitive advantage important fountainhead,the competition for talent is

18、the enterprise competes the essential content. day by day the intense internationalization competition causes the brain drain into restriction enterprise lasting development the important question. along with does the modern economy marketability degree enhancement, the knowledge economy time in rel

19、ief, how solve the brain drain problem to become the historical topic effectively which each enterprise must solve. we utilize the modern economic the basic analysis tool, has analyzed the brain drain question which the threat modern enterprise develops continually, and proposed in this foundation s

20、ome overcome the brain drain the countermeasure.1. game analysis of the conclusions enterprise brain drain usually refers to people on a certain cause,from a free enterprise organization or out from an enterprise to another business process or phenomenon. when the dynamic study of brain drain occurs

21、 when the brain drain is a process; when inspecting the static results of the brain drain and brain drain is a phenomenon of state. in reality, the result of the brain drain was motivated by diverse and integrated. according to the traditional economic analysis, we assume enterprises is a brain drai

22、n among enterprises and individuals in a cost comparison based on receipts, the game of the outcome of the process. their talents outflow of the cost - to decide whether income outflow from the enterprise, enterprises are also in accordance with the cost of erecting barriers - benefit analysis to de

23、cide whether erecting barriers. here refers to the main barriers to prevent the brain drain of the system established by the rules, excluding enterprises to personnel of the purposes of the material and non-material incentives. after the game model for a balanced analysis shows that outflow of talen

24、t with the probability of enterprises set up barriers and the cost of talent to overcome barriers and to pay the price (the default). barriers to enterprise and the cost of setting up a positive relation, business erecting barriers to the higher cost, the probability of talent outflow higher because

25、 the cost will be set up barriers to lower the probability; and talent to overcome barriers to reverse the price was, people overcome barriers price, the lower the probability of talent outflow higher. enterprise erecting barriers and the probability of talent in the enterprises initial gains inflow

26、 of qualified personnel in the enterprises and the enterprises receipts erecting barriers and the proceeds (the damages), and talent in the enterprises initial gains were inverse relationship, and talent initial return, the lower enterprise erecting barriers to the higher the probability; and talent

27、 in the enterprise income inflow was positive, inflow of talent in the higher corporate earnings, enterprises are faced with the pressure of competition, and consequently the greater enterprise erecting barriers higher probability; and the enterprises set up barriers and access to the proceeds of a

28、reverse, set up barriers to enterprise income lower erecting barriers of their higher probability because enterprises along with the proceeds of personnel costs (mulct), overcome barriers to low-cost talent outflow often leads to the increased probability. 2. cost and income analysisbased on precedi

29、ng text economical rational supposition. we know the business and personnel decisions are weighed against the cost - compared to the gains made by the results. only by erecting barriers of income is greater than the cost that the companies can take erecting barriers strategy and the talents are not

30、in the outflow of income is not sufficient to compensate for price outflow choice outflow. in reality both enterprises or talent, its costs and benefits are very complex, here specific analysis of the players costs and benefits, in order to draw more useful insights. 2.1 enterprises cost and incomeb

31、rain drain caused by corporate cost: although the brain drain of enterprises sometimes has some positive significance. if reasonable promote optimal allocation of talents, such as vigilance.however, as is usually the brain drain of enterprises are the disadvantages outweigh the benefits. therefore t

32、his paper will only discuss the brain drain of the business losses. first, the brain drain caused personnel vacancies caused by loss of business efficiency and enterprise personnel replacement costs. second, the brain drain caused by enterprises in a commercial secret, the core technology and stable

33、 clients the loss. third, the loss of talent to competitors, have the will to change enterprises in the competitive strength contrast, sometimes even between enterprises will change the relative position of the enterprise so as to cause enormous losses. fourth, the brain drain may also trigger a cha

34、in reaction, such as additional personnel costs of the psychological affect his enthusiasm, and so on. fifth, the brain drain could also give enterprises noise, reducing the results of the evaluation of enterprises, thus affecting corporate reputation stock prices. enterprise erecting barriers to th

35、e main cost will include the following aspects : first, set up barriers to the direct costs, enterprise as a result of erecting barriers and the direct expenditures. these mainly include : erecting barriers to the initial costs, specifically refers to the enactment of the rules system, which have be

36、en paid manpower, material costs; the role of cost barriers, concrete barrier refers to guarantee the effectiveness of the derivative related organizations and regulatory changes in the cost and talent touched barriers when enterprises implement the rules will have to pay the cost. second, erecting

37、barriers of opportunity cost refers to the barriers set up by the cost of personnel, finance, and were available for other areas of revenue, such as barriers to development, maintenance personnel during this period to engage in other work outputs and the cost of erecting barriers property for invest

38、ment or other production areas the benefits. third, the cost barriers to signal that the enterprises set up barriers to the adverse external signal transmission, the enterprise will become more difficult to recruit outside the enterprise and appraisal issues of the cost. if the barriers set up by re

39、latively high, the inflow will be more demanding of the initial proceeds of r0. thereby increase their access to personnel costs; moreover, if the barriers are too high, enterprises easily by outsiders is the lack of strength retain talent, thereby lowering enterprise right talents are attractive, e

40、nterprises in other fields reputation will be damaged. fourth, erecting barriers cost of the system, we refer to the erecting barriers and increase the overall management of the burden. barriers to institutionalize itself and the cost of enterprises to enhance the effectiveness of barriers to pay th

41、e cost barriers improve innovation. any one system, the validity of the rules need to link other management support, enterprise erecting barriers will increase the overall management of the burden; enterprises set up barriers to truly be the role of institutionalization and standardization. this pro

42、cess also requires enterprises to spend a certain amount of material, information and time resources; sound barriers is a gradual process, barriers and adapt itself to different conditions also need to constantly innovate, it needs to pay for certain costs. enterprise erecting barriers of income inc

43、lude the following aspects : first, enterprise erecting barriers proceeds from the direct result of outflow of talent and pay the damages or from other aspects of the compensation. second, the face of barriers, from mobile professionals to obtain higher returns will actively enhance the quality of t

44、heir own human capital, thereby improving the overall quality of human resources, to promote a lasting increase in income. third, enterprises erecting barriers personnel for the relative stability in raising output levels, to enhance corporate image, and so on the gains. fourth, the barriers caused

45、by the decline in the rate of brain drain will save replacement personnel, training and management process costs, this part of the costs can also have brought new income. 2.2 costs and gainsthe outflow of personnel costs primarily include the following aspects : first, the outflow of personnel decis

46、ion-making cost, which mainly includes : the cost of locating targets, specifically referring to a desired r1 found in time, energy and currency of inputs, as the process of searching for the time and energy on the input of the actual work of the above inputs and losses in leisure, consumption of op

47、portunity cost; target cost of the decision, specifically, it refers to the number of goals to be elected to choose the optimum goal when the direct costs and psychological burden; the decision-making process of other costs, if the flow of goals to meet the requirements of individual human capital i

48、nvestment costs as well as the outflow of his intention of interpersonal stress, and psychological costs. second, the process of outflow of talent costs, including : direct costs, means the outflow of talent in the course of direct losses, such as travel, transfer fees, the default; indirect costs,

49、mean more direct expenditures and the opportunity cost caused by the outflow of the present process proceeds losses; interpersonal costs, refers to the process of outflow of interpersonal relations and coordination of expenditures. third, the results of cost outflow of talent that talent outflow fro

50、m the original enterprise after facing the cost if friction unemployment in a state of loss of income and loss of human capital and the expected discounted earnings of discount risk.the outflow of talent to benefit include the following aspects : first, after outflow in the new enterprises to get hi

51、gher returns than the initial proceeds of the new r1, including better remuneration, welfare, higher job titles, but also a strong sense of accomplishment, such as an integrated utility. second, outflow arising from the process of personal content in human capital for the professionals can improve i

52、n future career development and professional selection process bring higher returns. third, the outflow of talent revealed intentions, may lead to the enterprises concerned and reuse, raise the enterprises in the relative status, which could increase personnel benefits.in short, whether it is the pu

53、rsuit of profit maximization of enterprise, or seeking to maximize the effectiveness of personnel, his behavior in the consolidated income is greater than the cost of comprehensive starting point. that the various benefits and costs are positive condition of pursuit umax = f (r) - f (c). 3. inspirat

54、ion3.1motivation the flow of talent is a combination of factors working together in the results, including social factors, business factors, personal factors, and other personnel. social factors to influence the flow of talent in all directions, the overall economic situation, the social security sy

55、stem, social and cultural attitudes and social factors such as the legal system, through the impact of the mobility of talents expected benefits, capabilities against risks, mobile tendentious, rules and sense of the flow of talent, including the social effects of the flow of talented people to have

56、 an impact. talents of a higher level of effectiveness of the flow of talent is the pursuit of the subjective motive, the flow of talent is the fundamental source of inspiration. in human resources, human resources in the capital on the market supply and demand, thereby determining the flow of talen

57、ted people the potential benefits; talents values affect its liquidity preferences and tendencies; the initial property personnel affect their ability to resist risk. talents of marriage and family situation is also an important flow of talent bound variables. enterprise efficiency of the allocation

58、 of personnel in the relative disadvantage is the loss of talent objective cause. according to the famous push-pull theory, the brain drain is the outflow from the enterprise and thrust into the common enterprise of gravitational effects. outflow enterprises in salaries and benefits, job placement,

59、the cultural atmosphere with respect to the individual talent gap between the expectations of the outflow of talent prompted major thrust, inflow enterprises in the fields mentioned above expectations and the individual talent is to attract talented people close to the inflow of gravitation. affect the flow of talent is not