Tension And Game:Strategy Symbiosis Under The Differentiation Of Northeast State-owned Enterprise Employee Groups

This article combines the characteristics of the regional development of large state-owned enterprises in Northeast China,and through interviews and questionnaire surveys with employees of large state-owned enterprises in Changchun,Daqing and Jilin,attempts to reveal the interaction between the current tensions and market mechanisms in the labor field of large state-owned enterprises in Northeast China.Based on the analysis of empirical materials,this article takes the employment characteristics of the new system preferences of state-owned enterprise employees as the entry point and based on the differences in their human capital and social capital holdings,focuses on the differences formed by the attractiveness of large state-owned enterprises.The result of sexual work,by trying to classify the specific dimensions of the employee group,and analyzing the manager's strategic compromise management process,presents the process and results of the game between the tension of relationalism and the market competition mechanism in the new large state-owned enterprises in Northeast China.Existing studies mostly categorize employees based on objective identity conditions.Although the boundaries are clearer,it is often difficult to deeply interpret the results of employee differentiation in the deeper workshop labor field,ignoring the relationship construction in the labor field of large state-owned enterprises in Northeast China.The interaction,integration,conflict and coordination between the essence and the essence of market-oriented reforms.In view of this,this article focuses more on the deep integration of large-scale state-owned enterprises in Northeast China with urban unit communities.Employees are divided into four types of employees: compound capital orientation,social capital orientation,human capital orientation,and stability orientation,so as to study the employees of large state-owned enterprises,including managers and ordinary employees,based on the construction of interpersonal relationships,the use of social networks,and the mobilization of social capital.The behavioral characteristics of workshop labor practices displayed in the workplace,and the work status and labor mentality of different types of employees are condensed.From this,from the perspective of the interaction between human capital and social capital,we explore the internal workshop labor practices of large state-owned enterprises in Northeast China.The interactive process of interpersonal relationship and work ability deeply embedded in the process shows the game relationship between the unit relationship culture and the market competition mechanism behind the two.In the game between relationship tension and market mechanism represented by relationship and ability,different employee groups present different workplace behaviors and results,which can be roughly summarized as: the workplace advantages of compound capital employees;the passivity of dormant employees Burnout mentality;the relationship capital exchange process of optimistic burnout employees and the passive burnout situation of stable obedient employees,etc.The work status and workplace results of different groups of employees.Among them,the coordination of labor relations,interpersonal interaction and inter-group coordination and processing methods between managers of large state-owned enterprises in Northeast China and ordinary workers are one of the research focuses of this article.This paper proposes the concept of strategic symbiosis of compromise management as a way of coordinating and managing the coordination and management of large-scale state-owned enterprises in Northeast China to respond to the differential results of ordinary state-owned enterprise employees based on differences in human capital and social capital.Strategic symbiosis is a concept with the management characteristics of large-scale state-owned enterprises in the Northeast region extracted from field surveys in this article.That is,managers act as the coordinator of coordinating various employee relations and maintaining corporate productivity and social resources and abandon stereotypes.Management characteristics,through the flexible use of different employee resource characteristics to achieve strategic management,without violating the conventional system to bring the relationship between the public work area to the private life area to solve.The interaction between employees and managers makes leadership authority generalized into relational power.Managers follow the principle of reciprocity and use incentives,comfort and other means to maintain a positive production state for the more workload group of employees,avoid collective slack and conflict,and achieve differences.The management characteristics of the win-win strategy of the group of employees.This article focuses on qualitative analysis,supplemented by quantitative analysis.Through empirical analysis,it is believed that in the analysis of the labor practice of large state-owned enterprises in Northeast China,it is necessary to combine the characteristics of human capital and social capital construction of employees in order to better understand in specific situations.Interpersonal interaction of employees and behavioral characteristics at work.Under the influence of the cultural and regional characteristics of the Northeast,the employees' occupation of human capital and the use of social capital,in addition to achieving progress in work and position,there are more other results after the integration,coordination and interaction of the two.The study found that both employees and managers of state-owned enterprises regard social and cultural factors such as relationship elements and social capital as important basis for their own work behavior selection and work attitude generation,and under the reciprocal coordination logic of management to employees,mutual cooperation has been formed.Symbiosis strategy with compromise.The study found that in the field of work practice,the employees of large state-owned enterprises exhibited the behavioral characteristics of rational economic dominance and social and cultural elements.The group's behavioral consistency and development strategy are mutually beneficial.The innovations of this article are as follows: First,based on the division of Northeast state-owned enterprise employee groups based on human capital and social capital,abstract capital theory is incorporated into the study of specific employee groups.Second,the integration of the relationship between the unit relationship culture and the market competition mechanism in the labor field of state-owned enterprises into the social vision of the Northeast region highlights the human and regional characteristics.Third,it proposes a group development strategy of compromise and symbiosis,presenting a model of strategically balanced employee relations in which managers coordinate with each other.Fourth,based on the integration,conflict and interaction between the relationship culture of large-scale state-owned enterprises in Northeast China and the market mechanism the large-scale state-owned enterprises in Northeast China can better realize system optimization,give play to the positive advantages of social networks,and promote market economic mechanisms in Northeast state-owned enterprises in the revitalization of Northeast China.Bringing into play the superiority effect in the culture,etc.,put forward a new idea of combining the characteristics of the Northeast region.Therefore,this article has a certain innovative construction significance for explaining the field of employee relations and labor processes in large state-owned enterprises in Northeast China,and provides a way of thinking based on the combination of human capital and social capital to achieve relationship optimization and system optimization during the reform of labor relations practice in state-owned enterprises.Centering on the game between the tension of the relationship between the large state-owned enterprises in Northeast China and the market mechanism,it provides new support for the more effective implementation of the Northeast Revitalization Strategy in the characteristics of Northeast regional social development.Of course,there are many research deficiencies in this article.First,this article only takes large-scale state-owned enterprises in the Northeast as a typical representative and lacks supplementary materials for units outside the system and national general state-owned enterprises.However,due to the special status and role of large-scale state-owned enterprises in regional social development,the discussion is based on the employees of Northeast state-owned enterprises.The result of the game between the tension of the relationship and the market mechanism does not necessarily apply to other parts of the country,especially the developed areas of the southern market economy.Second,in the process of dividing the employee groups of stateowned enterprises,this article fails to consider the threshold of technology based on the limitations of the research materials.For example,for high-end professional and technical employees,in the face of absolute human capital advantages,whether employees use social capital It still has a specific effect and needs to be further explored in the future.Third,in terms of methods,this article adopts qualitative research as the main method combined with quantitative research as the supplementary method.There is a limitation that the interpretation of data samples is difficult to get rid of the regional characteristics.