導語：企(qi)業知(zhi)識型員工柔(rou)性化管理(li)模式一文(wen)來源于網友(you)上(shang)傳，不(bu)代表本站(zhan)觀點，若需要原(yuan)創文(wen)章(zhang)可咨詢客(ke)服(fu)老師，歡迎參考。

摘要：知識經濟時代，企業內部知識型員工占比不斷提升，知識型員工在推動企業發展方面的重要作用越來越明顯、越來越突出。在此背景之下，如何根據知識型員工的特點，引入柔性管理模式，從而進一步激發知識型員工工作積極性，成為了很多企業無法回避的管理課題。目前，不少企業對于知識型員工柔性化管理模式構建(jian)的重要意義認識(shi)(shi)不足，在知(zhi)識(shi)(shi)型員(yuan)工管(guan)(guan)理(li)實踐中出現了很多(duo)問題，這給(gei)(gei)企(qi)(qi)業的健康發展造(zao)成了很大的負面(mian)影響(xiang)。鑒于此(ci)，有(you)必要對知(zhi)識(shi)(shi)型員(yuan)工柔(rou)性(xing)化管(guan)(guan)理(li)模(mo)式進(jin)行研究，提(ti)(ti)出柔(rou)性(xing)化管(guan)(guan)理(li)模(mo)式構建(jian)策略，希望能給(gei)(gei)企(qi)(qi)業做好知(zhi)識(shi)(shi)型員(yuan)工柔(rou)性(xing)化管(guan)(guan)理(li)工作提(ti)(ti)供(gong)有(you)益借鑒。

關鍵詞：知識(shi)型員工；柔性(xing)管(guan)理(li)模式(shi)；激勵內容；人情味

隨著時代的(de)(de)(de)不(bu)斷發(fa)展(zhan)，知(zhi)識型員工(gong)已然成為了不(bu)少企(qi)(qi)(qi)業(ye)(ye)發(fa)展(zhan)的(de)(de)(de)“中流砥柱”，如何采取有效措施加強知(zhi)識型員工(gong)的(de)(de)(de)管(guan)(guan)理(li)，充分(fen)激(ji)發(fa)這一(yi)群體(ti)的(de)(de)(de)工(gong)作(zuo)激(ji)情，從而(er)推動(dong)企(qi)(qi)(qi)業(ye)(ye)不(bu)斷發(fa)展(zhan)壯(zhuang)大，這對(dui)于不(bu)少企(qi)(qi)(qi)業(ye)(ye)管(guan)(guan)理(li)者來說是一(yi)個很大的(de)(de)(de)考驗(yan)。目前，柔(rou)(rou)性(xing)管(guan)(guan)理(li)模式引起(qi)了企(qi)(qi)(qi)業(ye)(ye)管(guan)(guan)理(li)者的(de)(de)(de)廣泛關注，越來越多的(de)(de)(de)企(qi)(qi)(qi)業(ye)(ye)嘗試在(zai)知(zhi)識型員工(gong)管(guan)(guan)理(li)中引入柔(rou)(rou)性(xing)管(guan)(guan)理(li)模式。不(bu)過很多企(qi)(qi)(qi)業(ye)(ye)在(zai)這一(yi)管(guan)(guan)理(li)模式的(de)(de)(de)構(gou)建(jian)中由于經驗(yan)不(bu)足，并沒有能夠(gou)構(gou)建(jian)比較完善的(de)(de)(de)知(zhi)識型員工(gong)柔(rou)(rou)性(xing)化(hua)管(guan)(guan)理(li)模式，導致知(zhi)識型員工(gong)的(de)(de)(de)工(gong)作(zuo)滿意(yi)度(du)依(yi)然偏低，流失率依(yi)然偏高。針對(dui)這種(zhong)情況，需要企(qi)(qi)(qi)業(ye)(ye)管(guan)(guan)理(li)者更加全(quan)面(mian)地把握知(zhi)識型員工(gong)的(de)(de)(de)特點，深刻剖析知(zhi)識型員工(gong)管(guan)(guan)理(li)領(ling)域存在(zai)的(de)(de)(de)問題，因地制宜制定解決策略，構(gou)建(jian)科(ke)學合理(li)的(de)(de)(de)柔(rou)(rou)性(xing)化(hua)管(guan)(guan)理(li)模式，繼而(er)實現人力(li)資源管(guan)(guan)理(li)水平的(de)(de)(de)全(quan)面(mian)提(ti)升(sheng)，給企(qi)(qi)(qi)業(ye)(ye)的(de)(de)(de)健康發(fa)展(zhan)提(ti)供良好保障。

一、企業知識型員工特點

知(zhi)(zhi)識(shi)型(xing)員(yuan)工(gong)(gong)(gong)相(xiang)比(bi)(bi)于(yu)一(yi)般(ban)員(yuan)工(gong)(gong)(gong)來說，具(ju)有(you)(you)以下幾個典(dian)型(xing)特(te)征：一(yi)是(shi)學(xue)歷層次普遍較(jiao)高(gao)，具(ju)有(you)(you)較(jiao)強的(de)(de)(de)(de)專業技能(neng)。知(zhi)(zhi)識(shi)型(xing)員(yuan)工(gong)(gong)(gong)一(yi)般(ban)都(dou)(dou)(dou)接受過(guo)高(gao)等教育(yu)，多年(nian)的(de)(de)(de)(de)學(xue)習經(jing)歷使其(qi)系統掌握了某類知(zhi)(zhi)識(shi)，具(ju)有(you)(you)相(xiang)應的(de)(de)(de)(de)專業能(neng)力(li)；二是(shi)對于(yu)企(qi)業來說，知(zhi)(zhi)識(shi)型(xing)員(yuan)工(gong)(gong)(gong)所(suo)從事的(de)(de)(de)(de)工(gong)(gong)(gong)作一(yi)般(ban)附加值(zhi)都(dou)(dou)(dou)比(bi)(bi)較(jiao)高(gao)，工(gong)(gong)(gong)作成(cheng)果很難(nan)定量(liang)衡量(liang)，其(qi)在企(qi)業內部(bu)的(de)(de)(de)(de)地位比(bi)(bi)較(jiao)重要，給企(qi)業創造(zao)的(de)(de)(de)(de)價值(zhi)也比(bi)(bi)較(jiao)高(gao)，具(ju)有(you)(you)較(jiao)強的(de)(de)(de)(de)不(bu)可替(ti)代性；三是(shi)自主(zhu)意(yi)識(shi)比(bi)(bi)較(jiao)強，有(you)(you)實(shi)現(xian)自身價值(zhi)的(de)(de)(de)(de)強烈(lie)訴求(qiu)，渴望通過(guo)自身的(de)(de)(de)(de)努力(li)來實(shi)現(xian)人生價值(zhi)；四(si)是(shi)知(zhi)(zhi)識(shi)型(xing)員(yuan)工(gong)(gong)(gong)一(yi)般(ban)都(dou)(dou)(dou)積累了比(bi)(bi)較(jiao)高(gao)的(de)(de)(de)(de)人力(li)資本，對于(yu)自身的(de)(de)(de)(de)發(fa)展有(you)(you)著更高(gao)的(de)(de)(de)(de)期(qi)望，在職業發(fa)展等方面有(you)(you)著比(bi)(bi)較(jiao)強烈(lie)的(de)(de)(de)(de)需(xu)(xu)(xu)求(qiu)，且(qie)不(bu)同(tong)知(zhi)(zhi)識(shi)型(xing)員(yuan)工(gong)(gong)(gong)之間的(de)(de)(de)(de)需(xu)(xu)(xu)求(qiu)差異也比(bi)(bi)較(jiao)大；五是(shi)需(xu)(xu)(xu)求(qiu)滿(man)足困難(nan)，知(zhi)(zhi)識(shi)型(xing)員(yuan)工(gong)(gong)(gong)需(xu)(xu)(xu)求(qiu)滿(man)足相(xiang)對來04國(guo)際公(gong)關說更加困難(nan)。較(jiao)高(gao)的(de)(de)(de)(de)需(xu)(xu)(xu)求(qiu)層次、較(jiao)大的(de)(de)(de)(de)需(xu)(xu)(xu)求(qiu)差異以及較(jiao)高(gao)的(de)(de)(de)(de)心理(li)期(qi)望，這(zhe)些都(dou)(dou)(dou)使得知(zhi)(zhi)識(shi)型(xing)員(yuan)工(gong)(gong)(gong)激(ji)勵難(nan)度(du)有(you)(you)所(suo)增加。知(zhi)(zhi)識(shi)型(xing)員(yuan)工(gong)(gong)(gong)上(shang)述特(te)征意(yi)味著對這(zhe)一(yi)群體的(de)(de)(de)(de)管(guan)理(li)模(mo)式要有(you)(you)別于(yu)一(yi)般(ban)管(guan)理(li)模(mo)式，如(ru)果忽(hu)略上(shang)述特(te)征，而采用不(bu)合適(shi)的(de)(de)(de)(de)管(guan)理(li)模(mo)式，必然會(hui)影響到管(guan)理(li)效果。

二、柔性化管理模式概述

柔(rou)(rou)(rou)性(xing)(xing)管(guan)理(li)(li)模式(shi)(shi)是相(xiang)對于(yu)剛性(xing)(xing)管(guan)理(li)(li)模式(shi)(shi)而言(yan)的(de)(de)，與(yu)剛性(xing)(xing)管(guan)理(li)(li)模式(shi)(shi)相(xiang)比(bi)，這一(yi)管(guan)理(li)(li)模式(shi)(shi)的(de)(de)最大(da)特點就是以(yi)人(ren)為(wei)本，充(chong)分(fen)(fen)(fen)體現了(le)(le)對于(yu)員(yuan)(yuan)工(gong)的(de)(de)尊重、關懷，切實(shi)做到(dao)了(le)(le)將(jiang)員(yuan)(yuan)工(gong)當成企業最寶貴的(de)(de)財富，充(chong)分(fen)(fen)(fen)照顧到(dao)了(le)(le)大(da)部分(fen)(fen)(fen)員(yuan)(yuan)工(gong)的(de)(de)需求，有利于(yu)激(ji)發(fa)員(yuan)(yuan)工(gong)的(de)(de)工(gong)作積極性(xing)(xing)。[1]基于(yu)上述分(fen)(fen)(fen)析(xi)本文(wen)認(ren)為(wei)，柔(rou)(rou)(rou)性(xing)(xing)化(hua)管(guan)理(li)(li)模式(shi)(shi)是指(zhi)采用非強(qiang)制(zhi)方式(shi)(shi)引導員(yuan)(yuan)工(gong)將(jiang)組(zu)織要(yao)求內化(hua)為(wei)自(zi)己自(zi)覺行(xing)動(dong)(dong)(dong)的(de)(de)過程。企業柔(rou)(rou)(rou)性(xing)(xing)化(hua)管(guan)理(li)(li)模式(shi)(shi)主要(yao)體現為(wei)管(guan)理(li)(li)決策的(de)(de)柔(rou)(rou)(rou)性(xing)(xing)化(hua)及獎懲(cheng)機制(zhi)的(de)(de)柔(rou)(rou)(rou)性(xing)(xing)化(hua)，強(qiang)調員(yuan)(yuan)工(gong)充(chong)分(fen)(fen)(fen)參與(yu)管(guan)理(li)(li)決策，管(guan)理(li)(li)者與(yu)員(yuan)(yuan)工(gong)充(chong)分(fen)(fen)(fen)商討決策方案(an)(an)，基于(yu)集體智慧來確(que)定決策方案(an)(an)；獎懲(cheng)柔(rou)(rou)(rou)性(xing)(xing)化(hua)是指(zhi)根據員(yuan)(yuan)工(gong)多(duo)樣化(hua)、差異化(hua)需求，制(zhi)定一(yi)攬子激(ji)勵方案(an)(an)并加以(yi)靈活運(yun)用，確(que)保員(yuan)(yuan)工(gong)的(de)(de)需求能夠(gou)盡量得(de)(de)到(dao)滿足。柔(rou)(rou)(rou)性(xing)(xing)化(hua)管(guan)理(li)(li)模式(shi)(shi)實(shi)現了(le)(le)管(guan)理(li)(li)活動(dong)(dong)(dong)從被(bei)動(dong)(dong)(dong)向主動(dong)(dong)(dong)的(de)(de)轉(zhuan)變，即員(yuan)(yuan)工(gong)更多(duo)地從被(bei)要(yao)求干什么轉(zhuan)變為(wei)主動(dong)(dong)(dong)要(yao)求干什么，其主動(dong)(dong)(dong)精(jing)神及自(zi)我約束得(de)(de)到(dao)了(le)(le)充(chong)分(fen)(fen)(fen)彰顯。

三、企業知識型員工管理存在的問題

（一）員工激勵內容(rong)不夠(gou)豐富

激(ji)(ji)勵(li)(li)(li)是知(zhi)識(shi)型(xing)(xing)員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)管(guan)理的(de)(de)(de)(de)(de)難(nan)點及重(zhong)點，從(cong)目前一(yi)些企(qi)業(ye)知(zhi)識(shi)型(xing)(xing)員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)激(ji)(ji)勵(li)(li)(li)情(qing)況(kuang)來看，激(ji)(ji)勵(li)(li)(li)內容(rong)(rong)(rong)不夠(gou)豐富的(de)(de)(de)(de)(de)情(qing)況(kuang)比(bi)較突出。知(zhi)識(shi)型(xing)(xing)員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)具有比(bi)較強(qiang)烈的(de)(de)(de)(de)(de)實現自(zi)我(wo)價值的(de)(de)(de)(de)(de)意識(shi)，對于(yu)成(cheng)(cheng)就(jiu)激(ji)(ji)勵(li)(li)(li)、尊重(zhong)認(ren)可等(deng)非常關(guan)注，激(ji)(ji)勵(li)(li)(li)需(xu)求呈現多(duo)元化趨勢(shi)。但是企(qi)業(ye)所(suo)提供(gong)的(de)(de)(de)(de)(de)激(ji)(ji)勵(li)(li)(li)內容(rong)(rong)(rong)往往僅局(ju)限于(yu)物(wu)質激(ji)(ji)勵(li)(li)(li)，這導致(zhi)知(zhi)識(shi)型(xing)(xing)員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)很(hen)多(duo)的(de)(de)(de)(de)(de)激(ji)(ji)勵(li)(li)(li)需(xu)求難(nan)以(yi)得(de)到充(chong)分滿足，自(zi)然會(hui)影(ying)響(xiang)其(qi)(qi)工(gong)(gong)(gong)(gong)作的(de)(de)(de)(de)(de)積(ji)極性、滿意度、忠誠度。很(hen)多(duo)企(qi)業(ye)管(guan)理者對于(yu)知(zhi)識(shi)型(xing)(xing)員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)的(de)(de)(de)(de)(de)需(xu)求認(ren)識(shi)不夠(gou)全面，在(zai)這一(yi)群(qun)體的(de)(de)(de)(de)(de)激(ji)(ji)勵(li)(li)(li)方(fang)(fang)面，更(geng)多(duo)采用薪酬激(ji)(ji)勵(li)(li)(li)法，卻忽(hu)略了滿足知(zhi)識(shi)型(xing)(xing)員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)在(zai)晉升(sheng)發展(zhan)、工(gong)(gong)(gong)(gong)作成(cheng)(cheng)就(jiu)、文化情(qing)感(gan)(gan)、尊重(zhong)認(ren)可等(deng)方(fang)(fang)面的(de)(de)(de)(de)(de)需(xu)要。從(cong)上述分析可知(zhi)，激(ji)(ji)勵(li)(li)(li)內容(rong)(rong)(rong)的(de)(de)(de)(de)(de)單一(yi)意味著知(zhi)識(shi)型(xing)(xing)員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)會(hui)因部分需(xu)求難(nan)以(yi)得(de)到滿足而(er)產生不滿，從(cong)而(er)影(ying)響(xiang)其(qi)(qi)工(gong)(gong)(gong)(gong)作積(ji)極性。舉例來說，如果不能給員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)提供(gong)具有挑(tiao)戰性的(de)(de)(de)(de)(de)工(gong)(gong)(gong)(gong)作平臺，不能給員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)提供(gong)良好的(de)(de)(de)(de)(de)工(gong)(gong)(gong)(gong)作環境，很(hen)容(rong)(rong)(rong)易就(jiu)會(hui)導致(zhi)員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)工(gong)(gong)(gong)(gong)作成(cheng)(cheng)就(jiu)感(gan)(gan)下降，枯燥(zao)、單調、乏味、日復一(yi)日的(de)(de)(de)(de)(de)工(gong)(gong)(gong)(gong)作內容(rong)(rong)(rong)必然會(hui)導致(zhi)知(zhi)識(shi)型(xing)(xing)員(yuan)(yuan)(yuan)工(gong)(gong)(gong)(gong)職業(ye)倦(juan)怠感(gan)(gan)加劇。

（二）員工管(guan)理手段單一(yi)

當(dang)前(qian)，企業(ye)知識(shi)型(xing)(xing)員(yuan)(yuan)工(gong)管(guan)理(li)手(shou)(shou)段比較(jiao)單一，這(zhe)(zhe)與柔(rou)性化管(guan)理(li)模式的(de)(de)(de)(de)(de)內(nei)涵是(shi)相悖的(de)(de)(de)(de)(de)。從(cong)很多企業(ye)知識(shi)型(xing)(xing)員(yuan)(yuan)工(gong)管(guan)理(li)手(shou)(shou)段來看，主(zhu)要就是(shi)依靠(kao)制度(du)(du)來進行管(guan)理(li)，即(ji)嚴格(ge)按照制度(du)(du)要求規范員(yuan)(yuan)工(gong)行為，如果(guo)員(yuan)(yuan)工(gong)違反制度(du)(du)規定，就會(hui)受(shou)到相應的(de)(de)(de)(de)(de)懲罰，這(zhe)(zhe)種管(guan)理(li)手(shou)(shou)段很容(rong)易讓知識(shi)型(xing)(xing)員(yuan)(yuan)工(gong)感到不滿。因為知識(shi)型(xing)(xing)員(yuan)(yuan)工(gong)主(zhu)觀意(yi)(yi)識(shi)方面更(geng)(geng)不愿意(yi)(yi)受(shou)到管(guan)束，希(xi)望能有(you)更(geng)(geng)加寬松的(de)(de)(de)(de)(de)工(gong)作(zuo)(zuo)權限(xian)。但是(shi)，目(mu)前(qian)企業(ye)在知識(shi)型(xing)(xing)員(yuan)(yuan)工(gong)管(guan)理(li)實踐(jian)中(zhong)，對于這(zhe)(zhe)一群體的(de)(de)(de)(de)(de)要求還(huan)比較(jiao)嚴格(ge)，沒有(you)給(gei)予其(qi)一定的(de)(de)(de)(de)(de)自(zi)由，包括自(zi)由安排工(gong)作(zuo)(zuo)時間、內(nei)容(rong)等(deng)。另外(wai)，在知識(shi)型(xing)(xing)員(yuan)(yuan)工(gong)管(guan)理(li)中(zhong)，諸如參與管(guan)理(li)、民(min)主(zhu)管(guan)理(li)、自(zi)主(zhu)管(guan)理(li)、目(mu)標(biao)(biao)管(guan)理(li)等(deng)手(shou)(shou)段沒有(you)得到充(chong)分利(li)用(yong)，導致員(yuan)(yuan)工(gong)管(guan)理(li)效果(guo)比較(jiao)差。例如，在目(mu)標(biao)(biao)管(guan)理(li)缺失的(de)(de)(de)(de)(de)情況(kuang)下，知識(shi)型(xing)(xing)員(yuan)(yuan)工(gong)任務、內(nei)容(rong)更(geng)(geng)多的(de)(de)(de)(de)(de)就是(shi)自(zi)上而(er)下進行分解(jie)；知識(shi)型(xing)(xing)員(yuan)(yuan)工(gong)沒有(you)發(fa)言權，只(zhi)能接受(shou)目(mu)標(biao)(biao)，這(zhe)(zhe)導致其(qi)對于目(mu)標(biao)(biao)的(de)(de)(de)(de)(de)認同度(du)(du)較(jiao)低，導致工(gong)作(zuo)(zuo)積極(ji)性大打(da)折扣。

（三）員工培訓(xun)晉(jin)升(sheng)“一(yi)刀(dao)切”

培(pei)(pei)訓(xun)(xun)及晉(jin)升是(shi)知識(shi)型(xing)員(yuan)(yuan)工(gong)(gong)(gong)非常(chang)關注(zhu)的(de)內(nei)容(rong)，不(bu)過(guo)目前(qian)不(bu)少企業(ye)在上(shang)述工(gong)(gong)(gong)作方(fang)(fang)面(mian)(mian)(mian)(mian)存在“一刀切”的(de)問題，培(pei)(pei)訓(xun)(xun)及晉(jin)升過(guo)于(yu)僵化(hua)，沒(mei)有(you)充(chong)分(fen)考慮到知識(shi)型(xing)員(yuan)(yuan)工(gong)(gong)(gong)在此(ci)方(fang)(fang)面(mian)(mian)(mian)(mian)需(xu)求(qiu)的(de)差異性。員(yuan)(yuan)工(gong)(gong)(gong)培(pei)(pei)訓(xun)(xun)方(fang)(fang)面(mian)(mian)(mian)(mian)，很多(duo)企業(ye)對(dui)(dui)于(yu)培(pei)(pei)訓(xun)(xun)工(gong)(gong)(gong)作重視不(bu)足，培(pei)(pei)訓(xun)(xun)投(tou)入力(li)度(du)較小，高質量的(de)培(pei)(pei)訓(xun)(xun)較少，且所提(ti)供的(de)培(pei)(pei)訓(xun)(xun)內(nei)容(rong)沒(mei)有(you)做(zuo)(zuo)到以(yi)需(xu)求(qiu)為導向，導致很多(duo)知識(shi)型(xing)員(yuan)(yuan)工(gong)(gong)(gong)的(de)培(pei)(pei)訓(xun)(xun)需(xu)求(qiu)無法得到滿足，培(pei)(pei)訓(xun)(xun)內(nei)容(rong)供給與培(pei)(pei)訓(xun)(xun)需(xu)求(qiu)之間的(de)錯位比(bi)較嚴(yan)重。[2]舉例來(lai)(lai)說(shuo)，企業(ye)給所有(you)員(yuan)(yuan)工(gong)(gong)(gong)提(ti)供的(de)培(pei)(pei)訓(xun)(xun)內(nei)容(rong)都一樣，而這(zhe)些培(pei)(pei)訓(xun)(xun)內(nei)容(rong)對(dui)(dui)于(yu)部分(fen)知識(shi)型(xing)員(yuan)(yuan)工(gong)(gong)(gong)來(lai)(lai)說(shuo)是(shi)不(bu)需(xu)要的(de)，參加(jia)此(ci)類培(pei)(pei)訓(xun)(xun)純屬浪費時間，無論是(shi)對(dui)(dui)于(yu)企業(ye)，還(huan)是(shi)對(dui)(dui)于(yu)員(yuan)(yuan)工(gong)(gong)(gong)個人來(lai)(lai)說(shuo)都是(shi)雙(shuang)輸局(ju)面(mian)(mian)(mian)(mian)；晉(jin)升方(fang)(fang)面(mian)(mian)(mian)(mian)，很多(duo)企業(ye)晉(jin)升通道比(bi)較單一，基本上(shang)是(shi)以(yi)行政職務晉(jin)升為主，且不(bu)說(shuo)這(zhe)樣的(de)晉(jin)升機(ji)(ji)制會導致員(yuan)(yuan)工(gong)(gong)(gong)晉(jin)升機(ji)(ji)會較少，同時還(huan)會導致部分(fen)不(bu)適合(he)或者不(bu)愿意(yi)做(zuo)(zuo)行政管理工(gong)(gong)(gong)作的(de)知識(shi)型(xing)員(yuan)(yuan)工(gong)(gong)(gong)的(de)晉(jin)升滿意(yi)度(du)下降。

（四(si)）企業文化人情味(wei)不足(zu)

企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)(ye)文(wen)化(hua)(hua)是(shi)(shi)指企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)(ye)長(chang)期經(jing)營中沉淀積累下(xia)來(lai)(lai)的(de)(de)被員(yuan)(yuan)(yuan)工(gong)(gong)廣泛(fan)認(ren)可(ke)的(de)(de)引導規范員(yuan)(yuan)(yuan)工(gong)(gong)行(xing)(xing)為的(de)(de)價值理(li)(li)念、行(xing)(xing)為準則(ze)等(deng)內容，相對(dui)于(yu)(yu)行(xing)(xing)政(zheng)命(ming)令(ling)、權威等(deng)，企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)(ye)文(wen)化(hua)(hua)對(dui)于(yu)(yu)員(yuan)(yuan)(yuan)工(gong)(gong)的(de)(de)影響雖然并非(fei)強制的(de)(de)，但是(shi)(shi)卻更加深遠和持久。從(cong)上述分(fen)析可(ke)知，企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)(ye)文(wen)化(hua)(hua)的(de)(de)作用(yong)與柔性管(guan)理(li)(li)是(shi)(shi)一致的(de)(de)，很(hen)多知識型員(yuan)(yuan)(yuan)工(gong)(gong)對(dui)于(yu)(yu)企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)(ye)文(wen)化(hua)(hua)的(de)(de)關(guan)注度(du)也比(bi)(bi)較(jiao)(jiao)高。因此，良好的(de)(de)企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)(ye)文(wen)化(hua)(hua)有助于(yu)(yu)柔性管(guan)理(li)(li)模式的(de)(de)順利構建，反之(zhi)則(ze)不(bu)(bu)利于(yu)(yu)柔性管(guan)理(li)(li)模式的(de)(de)構建。目前，很(hen)多企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)(ye)在文(wen)化(hua)(hua)建設方面存(cun)在較(jiao)(jiao)大不(bu)(bu)足(zu)，具(ju)體來(lai)(lai)說(shuo)就是(shi)(shi)企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)(ye)文(wen)化(hua)(hua)缺少(shao)人情(qing)(qing)味，員(yuan)(yuan)(yuan)工(gong)(gong)感(gan)受不(bu)(bu)到企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)(ye)的(de)(de)關(guan)懷、尊重，這樣的(de)(de)企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)(ye)文(wen)化(hua)(hua)自(zi)然影響到了(le)員(yuan)(yuan)(yuan)工(gong)(gong)的(de)(de)滿(man)意度(du)。舉例來(lai)(lai)說(shuo)，人情(qing)(qing)味不(bu)(bu)足(zu)的(de)(de)企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)(ye)文(wen)化(hua)(hua)容易導致員(yuan)(yuan)(yuan)工(gong)(gong)之(zhi)間(jian)的(de)(de)關(guan)系(xi)淡漠，員(yuan)(yuan)(yuan)工(gong)(gong)之(zhi)間(jian)很(hen)少(shao)進行(xing)(xing)充分(fen)、真誠的(de)(de)溝(gou)通，企(qi)(qi)(qi)業(ye)(ye)(ye)(ye)(ye)對(dui)于(yu)(yu)員(yuan)(yuan)(yuan)工(gong)(gong)的(de)(de)情(qing)(qing)感(gan)關(guan)懷很(hen)少(shao)，導致員(yuan)(yuan)(yuan)工(gong)(gong)的(de)(de)歸屬感(gan)、忠誠度(du)會比(bi)(bi)較(jiao)(jiao)低。

四、企業知識型員工柔性化管理策略

企業知識型員工柔性化管理模式內(nei)涵豐富，這一管理模式構建(jian)涉及了(le)多(duo)方面的(de)內(nei)容(rong)，針對上文(wen)所談到的(de)各(ge)種(zhong)問題，本文(wen)認為需要著力做(zuo)好以下幾(ji)點工作：

（一）豐(feng)富員(yuan)工激勵內容(rong)

企(qi)(qi)業管理者需(xu)(xu)要(yao)(yao)對知(zhi)識(shi)(shi)型(xing)(xing)員工(gong)(gong)(gong)(gong)(gong)的(de)(de)多樣(yang)化需(xu)(xu)求(qiu)(qiu)(qiu)(qiu)進(jin)行深入調研(yan)分析(xi)，圍繞其(qi)需(xu)(xu)求(qiu)(qiu)(qiu)(qiu)來進(jin)行激(ji)(ji)勵(li)，確保(bao)激(ji)(ji)勵(li)內(nei)(nei)容更加(jia)豐(feng)富，繼而較好(hao)滿足(zu)員工(gong)(gong)(gong)(gong)(gong)的(de)(de)激(ji)(ji)勵(li)需(xu)(xu)求(qiu)(qiu)(qiu)(qiu)。具(ju)體(ti)來說，知(zhi)識(shi)(shi)型(xing)(xing)員工(gong)(gong)(gong)(gong)(gong)激(ji)(ji)勵(li)內(nei)(nei)容的(de)(de)豐(feng)富，關(guan)鍵是要(yao)(yao)在做好(hao)薪酬福(fu)利激(ji)(ji)勵(li)的(de)(de)基礎上(shang)，增加(jia)晉升發展、工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)成(cheng)就(jiu)、文(wen)化情感等(deng)方面(mian)的(de)(de)激(ji)(ji)勵(li)，保(bao)證(zheng)員工(gong)(gong)(gong)(gong)(gong)上(shang)述需(xu)(xu)求(qiu)(qiu)(qiu)(qiu)能夠得到更好(hao)地(di)滿足(zu)。根(gen)據馬斯洛需(xu)(xu)求(qiu)(qiu)(qiu)(qiu)層(ceng)(ceng)(ceng)次(ci)理論(lun)，員工(gong)(gong)(gong)(gong)(gong)既(ji)有低層(ceng)(ceng)(ceng)次(ci)的(de)(de)需(xu)(xu)求(qiu)(qiu)(qiu)(qiu)；也有高(gao)(gao)層(ceng)(ceng)(ceng)次(ci)的(de)(de)需(xu)(xu)求(qiu)(qiu)(qiu)(qiu)，物(wu)質需(xu)(xu)求(qiu)(qiu)(qiu)(qiu)屬于(yu)(yu)低層(ceng)(ceng)(ceng)次(ci)需(xu)(xu)求(qiu)(qiu)(qiu)(qiu)，工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)成(cheng)就(jiu)、尊重(zhong)認可、文(wen)化情感等(deng)則屬于(yu)(yu)高(gao)(gao)層(ceng)(ceng)(ceng)次(ci)需(xu)(xu)求(qiu)(qiu)(qiu)(qiu)。知(zhi)識(shi)(shi)型(xing)(xing)員工(gong)(gong)(gong)(gong)(gong)高(gao)(gao)層(ceng)(ceng)(ceng)次(ci)的(de)(de)需(xu)(xu)求(qiu)(qiu)(qiu)(qiu)相對于(yu)(yu)一(yi)般員工(gong)(gong)(gong)(gong)(gong)來說要(yao)(yao)更強(qiang)烈一(yi)些，豐(feng)富知(zhi)識(shi)(shi)型(xing)(xing)員工(gong)(gong)(gong)(gong)(gong)激(ji)(ji)勵(li)內(nei)(nei)容，關(guan)鍵就(jiu)是要(yao)(yao)積極響應(ying)知(zhi)識(shi)(shi)型(xing)(xing)員工(gong)(gong)(gong)(gong)(gong)的(de)(de)高(gao)(gao)層(ceng)(ceng)(ceng)次(ci)需(xu)(xu)求(qiu)(qiu)(qiu)(qiu)。以工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)成(cheng)就(jiu)需(xu)(xu)求(qiu)(qiu)(qiu)(qiu)為(wei)例(li)，企(qi)(qi)業需(xu)(xu)要(yao)(yao)關(guan)注知(zhi)識(shi)(shi)型(xing)(xing)員工(gong)(gong)(gong)(gong)(gong)強(qiang)烈的(de)(de)成(cheng)就(jiu)需(xu)(xu)要(yao)(yao)，為(wei)其(qi)提供具(ju)有挑戰性的(de)(de)工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)，制定有一(yi)定實現(xian)難度(du)的(de)(de)工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)目標，同時對于(yu)(yu)員工(gong)(gong)(gong)(gong)(gong)所取得的(de)(de)成(cheng)績給予(yu)及時認可，這樣(yang)才(cai)能夠讓知(zhi)識(shi)(shi)型(xing)(xing)員工(gong)(gong)(gong)(gong)(gong)獲得更高(gao)(gao)的(de)(de)成(cheng)就(jiu)感。

（二）創新員工(gong)管(guan)理手段

企(qi)業(ye)(ye)知(zhi)(zhi)(zhi)識型員(yuan)(yuan)工(gong)(gong)管(guan)(guan)(guan)理(li)(li)(li)(li)(li)手(shou)(shou)段(duan)需(xu)(xu)(xu)要(yao)盡量多元化(hua)(hua)、彈性(xing)化(hua)(hua)，總體原(yuan)則是(shi)要(yao)給予員(yuan)(yuan)工(gong)(gong)更多的(de)(de)(de)(de)自(zi)主(zhu)權(quan)限，讓(rang)員(yuan)(yuan)工(gong)(gong)能夠進(jin)行自(zi)我管(guan)(guan)(guan)理(li)(li)(li)(li)(li)。鑒于(yu)此(ci)，企(qi)業(ye)(ye)需(xu)(xu)(xu)要(yao)針對知(zhi)(zhi)(zhi)識型員(yuan)(yuan)工(gong)(gong)開展好自(zi)主(zhu)管(guan)(guan)(guan)理(li)(li)(li)(li)(li)、參(can)與管(guan)(guan)(guan)理(li)(li)(li)(li)(li)、民主(zhu)管(guan)(guan)(guan)理(li)(li)(li)(li)(li)等工(gong)(gong)作。自(zi)主(zhu)管(guan)(guan)(guan)理(li)(li)(li)(li)(li)方面(mian)，企(qi)業(ye)(ye)管(guan)(guan)(guan)理(li)(li)(li)(li)(li)者(zhe)要(yao)相信(xin)知(zhi)(zhi)(zhi)識型員(yuan)(yuan)工(gong)(gong)的(de)(de)(de)(de)自(zi)控(kong)能力，尊重(zhong)員(yuan)(yuan)工(gong)(gong)的(de)(de)(de)(de)自(zi)我意識，明確員(yuan)(yuan)工(gong)(gong)職責及任(ren)務之后(hou)，授予相應的(de)(de)(de)(de)權(quan)限，讓(rang)員(yuan)(yuan)工(gong)(gong)充分發揮主(zhu)觀能動性(xing)來(lai)(lai)完(wan)成相應的(de)(de)(de)(de)工(gong)(gong)作；民主(zhu)管(guan)(guan)(guan)理(li)(li)(li)(li)(li)方面(mian)，企(qi)業(ye)(ye)需(xu)(xu)(xu)要(yao)增(zeng)強(qiang)(qiang)知(zhi)(zhi)(zhi)識型員(yuan)(yuan)工(gong)(gong)的(de)(de)(de)(de)責任(ren)意識和主(zhu)人翁意識，激發其(qi)參(can)與管(guan)(guan)(guan)理(li)(li)(li)(li)(li)的(de)(de)(de)(de)積(ji)極性(xing)。在一(yi)些管(guan)(guan)(guan)理(li)(li)(li)(li)(li)決策的(de)(de)(de)(de)制(zhi)定過(guo)程(cheng)中，需(xu)(xu)(xu)要(yao)讓(rang)知(zhi)(zhi)(zhi)識型員(yuan)(yuan)工(gong)(gong)充分發表意見，增(zeng)強(qiang)(qiang)其(qi)對管(guan)(guan)(guan)理(li)(li)(li)(li)(li)決策的(de)(de)(de)(de)認同感；[3]在制(zhi)度(du)(du)管(guan)(guan)(guan)理(li)(li)(li)(li)(li)方面(mian)，可以(yi)進(jin)行適度(du)(du)優化(hua)(hua)，一(yi)些管(guan)(guan)(guan)理(li)(li)(li)(li)(li)制(zhi)度(du)(du)需(xu)(xu)(xu)要(yao)更尊重(zhong)知(zhi)(zhi)(zhi)識型員(yuan)(yuan)工(gong)(gong)的(de)(de)(de)(de)訴求，例如(ru)彈性(xing)坐班制(zhi)度(du)(du)。多用(yong)正向激勵(li)制(zhi)度(du)(du)來(lai)(lai)激勵(li)員(yuan)(yuan)工(gong)(gong)，而不僅(jin)僅(jin)是(shi)依靠負面(mian)激勵(li)來(lai)(lai)約(yue)束員(yuan)(yuan)工(gong)(gong)。總的(de)(de)(de)(de)來(lai)(lai)說，知(zhi)(zhi)(zhi)識型員(yuan)(yuan)工(gong)(gong)管(guan)(guan)(guan)理(li)(li)(li)(li)(li)手(shou)(shou)段(duan)需(xu)(xu)(xu)要(yao)更加(jia)靈活，避免過(guo)于(yu)僵化(hua)(hua)，根據知(zhi)(zhi)(zhi)識型員(yuan)(yuan)工(gong)(gong)的(de)(de)(de)(de)反饋及時進(jin)行管(guan)(guan)(guan)理(li)(li)(li)(li)(li)手(shou)(shou)段(duan)的(de)(de)(de)(de)調整，廣泛借鑒不同企(qi)業(ye)(ye)知(zhi)(zhi)(zhi)識型員(yuan)(yuan)工(gong)(gong)管(guan)(guan)(guan)理(li)(li)(li)(li)(li)手(shou)(shou)段(duan)，并結合自(zi)身(shen)的(de)(de)(de)(de)實際情況來(lai)(lai)進(jin)行創新，力求使員(yuan)(yuan)工(gong)(gong)管(guan)(guan)(guan)理(li)(li)(li)(li)(li)手(shou)(shou)段(duan)變(bian)得更加(jia)有效。

（三）培訓晉升需求導向

企業(ye)知(zhi)識(shi)(shi)(shi)(shi)型(xing)(xing)(xing)員(yuan)工(gong)(gong)柔性(xing)管理重(zhong)點內容之一(yi)(yi)是(shi)要(yao)基(ji)于(yu)知(zhi)識(shi)(shi)(shi)(shi)型(xing)(xing)(xing)員(yuan)工(gong)(gong)的具體(ti)需(xu)求來(lai)開展員(yuan)工(gong)(gong)培(pei)(pei)(pei)(pei)訓(xun)(xun)以及(ji)晉(jin)(jin)升(sheng)(sheng)發(fa)展工(gong)(gong)作，改變之前“一(yi)(yi)刀切”的培(pei)(pei)(pei)(pei)訓(xun)(xun)方(fang)案和晉(jin)(jin)升(sheng)(sheng)機制，讓知(zhi)識(shi)(shi)(shi)(shi)型(xing)(xing)(xing)員(yuan)工(gong)(gong)能(neng)(neng)(neng)夠獲得自己所(suo)需(xu)要(yao)的培(pei)(pei)(pei)(pei)訓(xun)(xun)內容，獲得自己所(suo)喜(xi)歡的晉(jin)(jin)升(sheng)(sheng)方(fang)案。培(pei)(pei)(pei)(pei)訓(xun)(xun)內容選(xuan)擇方(fang)面(mian)，企業(ye)需(xu)要(yao)做好知(zhi)識(shi)(shi)(shi)(shi)型(xing)(xing)(xing)員(yuan)工(gong)(gong)培(pei)(pei)(pei)(pei)訓(xun)(xun)需(xu)求分析這(zhe)一(yi)(yi)基(ji)礎性(xing)工(gong)(gong)作，針(zhen)對(dui)(dui)知(zhi)識(shi)(shi)(shi)(shi)型(xing)(xing)(xing)員(yuan)工(gong)(gong)培(pei)(pei)(pei)(pei)訓(xun)(xun)需(xu)求的差(cha)異(yi)性(xing)，企業(ye)應(ying)選(xuan)擇提(ti)(ti)供(gong)一(yi)(yi)攬(lan)子(zi)培(pei)(pei)(pei)(pei)訓(xun)(xun)內容來(lai)代替“一(yi)(yi)刀切”的做法。[4]舉例來(lai)說，要(yao)提(ti)(ti)供(gong)不(bu)(bu)同(tong)主題(ti)、不(bu)(bu)同(tong)種(zhong)類的培(pei)(pei)(pei)(pei)訓(xun)(xun)，有(you)知(zhi)識(shi)(shi)(shi)(shi)培(pei)(pei)(pei)(pei)訓(xun)(xun)、有(you)技(ji)(ji)(ji)能(neng)(neng)(neng)培(pei)(pei)(pei)(pei)訓(xun)(xun)、有(you)行(xing)為態度培(pei)(pei)(pei)(pei)訓(xun)(xun)等等；晉(jin)(jin)升(sheng)(sheng)發(fa)展方(fang)面(mian)需(xu)求導向(xiang)，是(shi)指設置多通(tong)道晉(jin)(jin)升(sheng)(sheng)路徑，除了行(xing)政(zheng)晉(jin)(jin)升(sheng)(sheng)通(tong)道之外，還要(yao)有(you)技(ji)(ji)(ji)能(neng)(neng)(neng)晉(jin)(jin)升(sheng)(sheng)通(tong)道，對(dui)(dui)于(yu)一(yi)(yi)些(xie)知(zhi)識(shi)(shi)(shi)(shi)型(xing)(xing)(xing)員(yuan)工(gong)(gong)，他們如果不(bu)(bu)愿意或者不(bu)(bu)合適(shi)行(xing)政(zheng)晉(jin)(jin)升(sheng)(sheng)通(tong)道，可(ke)以為其提(ti)(ti)供(gong)技(ji)(ji)(ji)能(neng)(neng)(neng)晉(jin)(jin)升(sheng)(sheng)通(tong)道，只要(yao)員(yuan)工(gong)(gong)的技(ji)(ji)(ji)能(neng)(neng)(neng)不(bu)(bu)斷提(ti)(ti)升(sheng)(sheng)，也(ye)可(ke)以在(zai)企業(ye)內部(bu)獲得相應(ying)的晉(jin)(jin)升(sheng)(sheng)，并最終(zhong)達到一(yi)(yi)個比較(jiao)高的層次。

（四）加強企業文化建設(she)

企(qi)(qi)(qi)(qi)業(ye)(ye)(ye)(ye)(ye)(ye)文(wen)(wen)(wen)化(hua)(hua)(hua)(hua)建(jian)(jian)設是柔性(xing)(xing)管理模式構建(jian)(jian)的(de)(de)(de)重要內容之一，考慮到知(zhi)(zhi)識型員(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)為社會人(ren)(ren)，有比較多的(de)(de)(de)情感(gan)(gan)需求(qiu)(qiu)，因此企(qi)(qi)(qi)(qi)業(ye)(ye)(ye)(ye)(ye)(ye)需要加強文(wen)(wen)(wen)化(hua)(hua)(hua)(hua)建(jian)(jian)設，塑造(zao)有感(gan)(gan)染力(li)、有人(ren)(ren)情味(wei)、能充分(fen)體現人(ren)(ren)文(wen)(wen)(wen)關(guan)懷的(de)(de)(de)企(qi)(qi)(qi)(qi)業(ye)(ye)(ye)(ye)(ye)(ye)文(wen)(wen)(wen)化(hua)(hua)(hua)(hua)，讓知(zhi)(zhi)識型員(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)在(zai)良(liang)好文(wen)(wen)(wen)化(hua)(hua)(hua)(hua)的(de)(de)(de)熏陶(tao)下能夠產生歸屬(shu)感(gan)(gan)，增(zeng)強其(qi)作(zuo)(zuo)為企(qi)(qi)(qi)(qi)業(ye)(ye)(ye)(ye)(ye)(ye)一員(yuan)(yuan)的(de)(de)(de)認同感(gan)(gan)和(he)榮譽感(gan)(gan)，這(zhe)樣才(cai)能提升其(qi)滿(man)(man)意度和(he)積極性(xing)(xing)。企(qi)(qi)(qi)(qi)業(ye)(ye)(ye)(ye)(ye)(ye)文(wen)(wen)(wen)化(hua)(hua)(hua)(hua)內容方(fang)面，需要凸(tu)顯文(wen)(wen)(wen)化(hua)(hua)(hua)(hua)的(de)(de)(de)人(ren)(ren)文(wen)(wen)(wen)情懷，充分(fen)尊重員(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)、關(guan)懷員(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)，把(ba)員(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)當成家人(ren)(ren)，強調(diao)和(he)諧奮進、自由(you)平等的(de)(de)(de)文(wen)(wen)(wen)化(hua)(hua)(hua)(hua)，給知(zhi)(zhi)識型員(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)創建(jian)(jian)一個(ge)更好的(de)(de)(de)文(wen)(wen)(wen)化(hua)(hua)(hua)(hua)環境(jing)，滿(man)(man)足其(qi)情感(gan)(gan)訴(su)求(qiu)(qiu)；在(zai)文(wen)(wen)(wen)化(hua)(hua)(hua)(hua)建(jian)(jian)設活動方(fang)面，企(qi)(qi)(qi)(qi)業(ye)(ye)(ye)(ye)(ye)(ye)可以圍繞企(qi)(qi)(qi)(qi)業(ye)(ye)(ye)(ye)(ye)(ye)文(wen)(wen)(wen)化(hua)(hua)(hua)(hua)內容開展一系列文(wen)(wen)(wen)體活動、團建(jian)(jian)活動、征文(wen)(wen)(wen)活動、宣講活動等等，增(zeng)加企(qi)(qi)(qi)(qi)業(ye)(ye)(ye)(ye)(ye)(ye)文(wen)(wen)(wen)化(hua)(hua)(hua)(hua)活動的(de)(de)(de)趣味(wei)性(xing)(xing)、互動性(xing)(xing)，讓企(qi)(qi)(qi)(qi)業(ye)(ye)(ye)(ye)(ye)(ye)文(wen)(wen)(wen)化(hua)(hua)(hua)(hua)能夠深入人(ren)(ren)心。舉例來說，員(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)關(guan)懷方(fang)面，企(qi)(qi)(qi)(qi)業(ye)(ye)(ye)(ye)(ye)(ye)逢年過節可以召開聯誼(yi)會，加強員(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)之間的(de)(de)(de)情感(gan)(gan)交(jiao)流，對員(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)進行慰(wei)問、發放禮品(pin)，表達(da)企(qi)(qi)(qi)(qi)業(ye)(ye)(ye)(ye)(ye)(ye)對于員(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)的(de)(de)(de)關(guan)切(qie)，這(zhe)樣才(cai)能讓知(zhi)(zhi)識型員(yuan)(yuan)工(gong)(gong)(gong)(gong)(gong)感(gan)(gan)受到來自于企(qi)(qi)(qi)(qi)業(ye)(ye)(ye)(ye)(ye)(ye)的(de)(de)(de)關(guan)懷，愿意在(zai)企(qi)(qi)(qi)(qi)業(ye)(ye)(ye)(ye)(ye)(ye)一直努力(li)工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)。

五、總結

引入柔(rou)性(xing)(xing)化(hua)管(guan)(guan)理(li)(li)(li)模(mo)式(shi)與知(zhi)(zhi)識型(xing)員(yuan)工特(te)點(dian)是相契合(he)的，有利于充(chong)分調動知(zhi)(zhi)識型(xing)員(yuan)工的工作主動性(xing)(xing)，這意(yi)味著企業管(guan)(guan)理(li)(li)(li)者(zhe)需(xu)要高度重(zhong)視知(zhi)(zhi)識型(xing)員(yuan)工柔(rou)性(xing)(xing)化(hua)管(guan)(guan)理(li)(li)(li)模(mo)式(shi)的構建，結合(he)企業自身情況，重(zhong)點(dian)做好豐(feng)富(fu)員(yuan)工激勵內容、創新(xin)員(yuan)工管(guan)(guan)理(li)(li)(li)手(shou)段、轉變培訓晉升(sheng)需(xu)求導向(xiang)、加(jia)強企業文(wen)化(hua)建設等幾項關鍵工作，從而構建比較(jiao)科學合(he)理(li)(li)(li)的柔(rou)性(xing)(xing)管(guan)(guan)理(li)(li)(li)模(mo)式(shi)，充(chong)分激發(fa)知(zhi)(zhi)識型(xing)員(yuan)工工作積極性(xing)(xing)和自主性(xing)(xing)。對(dui)很多企業來說(shuo)，知(zhi)(zhi)識型(xing)員(yuan)工柔(rou)性(xing)(xing)化(hua)管(guan)(guan)理(li)(li)(li)模(mo)式(shi)構建還處于起步階段，還需(xu)要進(jin)一步加(jia)強對(dui)這一課題的理(li)(li)(li)論研(yan)究，并在實踐中不斷(duan)總結經驗(yan)教(jiao)訓，從而推動知(zhi)(zhi)識型(xing)員(yuan)工柔(rou)性(xing)(xing)化(hua)管(guan)(guan)理(li)(li)(li)水平的進(jin)一步提升(sheng)。

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作(zuo)者：歐陽倩(qian) 單位：江西師(shi)范大(da)學(xue)