A Research On Incentive Mechanism For Idiosyncratic Human Capital In Enterpirses Based On The Feature Of Experience

In recent years, much attention from academic research and practitioners has been given tothe incentive of idiosyncratic human capital such as entrepreneur, R&D staff and seniormanagers. After the eruption of financial crisis, for high tech enterprises how to catch thedevelopment opportunities in the new round of world science and technology revolution, how tospeed up the process of professional training and recruitment, while provide proper platform andhuge space for talents have become the key factors of strengthen competitiveness. On theintegrated basis of the theories about idiosyncratic human capital, experience feature and thecompetency—position fit, this thesis discussion pivots on one point of the experience feature ofidiosyncratic human capital, and simulates a process in which the degree ofcompetency—position fit is raising while information flows as time goes on. Later this paperconstructs a dynamic incentive mechanism to construct a set of flexible administration andoptimization in the operational practice of idiosyncratic human capital management.The paper is divided into five parts: the first chapter chiefly presents research background,significance, research methods, research content, technical line, key issue to be resolved andcreative prospect. The second chapter is focused on theoretical principle, which respectivelysummarizes idiosyncratic human capital theory, tacit knowledge theory, incomplete contractingtheory and the competency-position fit theory; Following this it illuminates the attributes ofexperience feature of idiosyncratic human capital in high-tech enterprises. The third chapter isthe main body of this paper.; It establishes a dynamic incentive mechanism to construct a set offlexible administration and optimization in the operational practice of idiosyncratic humancapital. The fourth chapter is case studies and applications. On the basis of above-mentionedtransformation model, it regards Huawei Company as the research object and evaluates thecurrent situation of its knowledge staff management and proposes the management policy oftalent development. The fifth chapter gets conclusions and outlook, which sums up primarycoverage and points out limitations in full paper and give a perspective on later research.