家族企業職業經理人離職問題研究

中國企業群體多種多樣，其中家族企業是內部結構最為複雜的一種類型。家族企業在中國最早可以從明清算起，新中國成立興起私營企業至今也已有半個多世紀的發展歷史。從野蠻生長到規範管理，家族企業也在不斷地探索前行之路。借鑒西方經驗我們可以看到，西方許多成功企業的飛速發展，皆與職業經理人的貢獻息息相關。也正是因為如此，職業經理人成為了人們日益關注的群體。在職業經理人的操盤下，許多企業創造了一個又一個奇跡。中國企業自然也注意到這一現象，開始逐步引進職業經理人。職業經理人的引進，是中國家族企業邁向現代化發展的一個重要標誌。然而，這種模式在中國企業卻顯得有些“水土不服”，家族企業與職業經理人的磨合並非十分理想。由於諸如價值觀等各種各樣的衝突，導致家族企業職業經理人的離職率逐漸上升，兩者之間的合作困難重重，最後不歡而散的也不在少數。本論文將聚焦於家族企業中職業經理人的離職問題，旨在探討家族企業職業經理人離職的影響因素及解決措施。第一章為緒論，主要探討本研究的產生背景目的及意義，研究方法及思路，以及課題創新點。第二章是文獻綜述，將會詳細分析總結前人關於委託代理理論、關於家族企業職業經理人離職問題的研究，為下文的深入理論做好鋪陳。第三章將會側重家族企業職業經理人離職理論分析，包括其定義、類型、發展特徵及其反映出來的弊端等，當前家族企業亟待突破的難題。職業經理人這一群體，包括其定義、職業特徵、以及引進職業經理人對家族企業的意義等。第四章和第五章是本研究的重點部分，第四章將會在前面章節的研究基礎上，分析家族企業職業經理人離職的問題，包括家族企業職業經理人的離職現狀，以及影響家族企業經理人離職的因素。第五章則是基於第四章所提出的問題，引出有針對性的解決措施，為家族企業在職業經理人的引進及發展方面建言獻策。第六章是本次研究的結論部分。研究發現，家族企業職業經理人離職的影響因素主要如下：戰略問題：企業缺乏全局觀及長遠規劃；文化衝突：企業所有者與職業經理人價值觀不一致；管理問題：企業制度不完善，執行力度較弱；權責問題：企業所有者在放權與收權之間搖擺不定；認知問題：企業所有者對職業經理人認識不足。針對這些問題，本研究也提出了相對應的解決措施：制定科學長遠發展戰略；大力度革新企業文化；加強董事會、監理會等監督機制的獨立性；構建完善的管理體系；強化職業經理人的激勵機制；企業所有者明確放權與收權界限；企業所有者要正確認識職業經理人。

關鍵字

家族企業；職業經理人；離職問題

並列摘要

There are many kinds of enterprise groups in China, among which family business is the most complex type of internal structure. Family business has a history of more than 30 years in China. From barbaric growth to standardized management, family businesses are constantly exploring the way forward. Drawing on the experience of the West, we can see that the rapid development of many successful enterprises in the West is closely related to the contribution of professional managers. Because of this, professional managers have become an increasingly concerned group. Under the control of professional managers, many enterprises have created one miracle after another. Naturally, Chinese enterprises have also noticed this phenomenon and began to gradually introduce professional managers. The introduction of professional managers is an important symbol of the modernization of family enterprises in China. However, this model seems to be somewhat "unacceptable" in Chinese enterprises, and the merger of family enterprises and professional managers is not very ideal. As a result of various conflicts such as values, the turnover rate of professional managers in family enterprises is gradually rising, and the cooperation between them is very difficult, and eventually there are not a few who break up unhappy. This paper will focus on the turnover of professional managers in family enterprises, aiming at discussing the influencing factors and solutions of the turnover of professional managers in family enterprises. The first chapter is the introduction, mainly discussing the background, purpose and significance of this study, research methods and ideas, as well as the innovation of the subject. The second chapter is a literature review, which will analyze and summarize the previous studies on principal-agent theory, family business and professional managers in detail, so as to pave the way for the following discussion. Chapter 3 will focus on family business, including its definition, type, development characteristics and reflected drawbacks. Chapter 4 will focus on the analysis of professional managers, including their definition, professional characteristics, the significance of family business, and so on. Chapter 5 and Chapter 6 are the key parts of this study. Chapter 5 will analyze the problem of family business professional managers' turnover based on the previous chapters, including the current situation of family business professional managers' turnover, as well as the factors affecting the turnover of family business managers. Chapter 6 is based on the problems raised in Chapter Five, which leads to targeted solutions and provides suggestions for the introduction and development of professional managers in family enterprises. The research finds that the main factors affecting the turnover of professional managers in family enterprises are as follows: strategic issues: lack of overall view and long-term planning; cultural conflicts: inconsistent values between business owners and professional managers; management issues: imperfect enterprise system, weak enforcement; power and responsibility issues: enterprise owners wavering between decentralization and takeover; cognitive issues: Enterprises The owner of the business does not know enough about the professional managers. In view of these problems, this study also puts forward corresponding solutions: formulating a scientific long-term development strategy; Vigorously Innovating corporate culture; strengthening the independence of supervisory mechanisms such as the board of directors and the supervisory board; building a sound management system; strengthening the incentive mechanism of professional managers; defining the boundary between decentralization and acceptance of power by enterprise owners; and correctly recognizing professional managers by enterprise owners.