作者以 CY 公司作为研究对象，通过对员工进行问卷调查、统计、分析，总结出“对
生活有些麻木，没有梦想，没有兴趣或者理想，不觉得多么痛苦也不觉得多么开心”的
橡皮人，真实而大量存在于企业中。

作者通过对企业历史、背景、现状的分析，不良现象的观察，认为企业特定的历史
条件——改制员工未选择性使用，非固定期限员工越来越多，是导致员工逐步橡皮化的
制度原因。因此作者设计了调查问卷，对员工橡皮化的实际原因、表现、分布群体进行
了调查、归类，总结出员工橡皮化的七个主要影响因素，包括组织维度中的换岗频率、
部门重要性、合作关系和个体维度中的工作积极性、问题敏感度、意见反馈频率和家庭
维度中的家庭事务占用时间。通过访谈发现，激励机制不到位，平均主义思想是影响员
工满意度、抑制和消减员工积极性，以至员工出现麻木、价值观迷失等橡皮化症状的根
源。

作者以不放弃的原则，借鉴了一些国内、外名企的管理方法，对“工作中激情不再
，生活中无梦无痛”的橡皮病，分别从企业文化的改变、员工职业生涯的拓展、激励机
制的完善、退出机制的建立、心理评估干预机制的建设等方面提出了具体的改善措施，
促使员工产生超越自我和他人的欲望，自动自发地将潜在的巨大驱动力释放出来，解决
企业由于人的因素而出现的执行力、生产力、质量、效益和收益率下降的问题，为企业
改善亚健康状态找到良方。

关键词：橡皮化；橡皮人；职业枯竭；员工

ABSTRACT
“Rubber man”，a new words included in the annual 2010，have called someone nervous,
no pain, no efficiency, no response。Although some magazine or network researched it，But
the problems and measures involved are mass type, weak pertinence.
We often hear “eraser men” or“ plasticine men” who are somewhat numb to life,
have no dreams, interests or ideals, and do not feel much pain-or joy. Taking CY company as
the object of study, we found that plasticine men are aboundant in companies by questionnaire
survey, statistics, analysis of staff, summary.
By analyzing company history, background, present situation, observation the bad
phenomenon, We think there are institutional reasons which are the cause of rubber staff. It is
the specific historical condition of companies. Restructuring staff is not selective and non
fixed term employees are more and more, So the author designed a questionnaire,founding the
actual reason and performance of the rubber, distribution groups were investigated and
classified. The seven main influencing factors of the rubber were found，including the
importance of the department , frequency of changing jobs and cooperative relations.
Individual work enthusiasm, problem sensitivity, frequency of feedback and holding time of
family affairs. Through interviews, We found that the incentive mechanism is not in place.
The egalitarianism is affecting employee satisfaction, restrainning and reducing the
enthusiasm of the staff, so that employees have numbness, value lost and other rubber
symptoms, which are the root of rubber staff.
We spare no pains and find successful precedents of the management method of some
domestic and foreign enterprises. We put forward a number of measures to improve or
eliminate the rubber disease, for example, changing the enterprise culture, expending the
promotion channels of staff, improving the incentive mechanism, constructing of
psychological assessment and intervention mechanism. The specific improvement measures
encourage employees to go beyond themselves and the others and release their huge potential
drive and then solve problems like execution, productivity, quality, efficiency and yield
decreased, which are due to human factors.
Keywords：Rubber；Rubber man；Job burnout；Staff