CR设计公司员工离职问题的对策研究

发布时间：2018-11-21 15:30

【摘要】：对于中国小、微民营企业而言,21世纪充满机遇与挑战。优胜劣汰、适者生存,人才越来越成为企业的核心动力与竞争力。就企业来说,现在各个企业对人力资源都加以高度的重视,而如何获得企业人才、留住人才保持人才的稳定性成为一个企业能否健康发展的关键。本文以小微型企业作为研究对象,分析小微型企业员工离职问题,以CR公司作为研究案例,提出改进措施。通过深层次地剖析CR公司现有离职问题,对话小微企业从业人员,从企业战略、企业文化、薪酬制度等方面了解人员流动的原因及危害,然后由调查问卷、模型模拟、体系建设等手段解决企业人员流失的问题,帮助小微企业提高管理水平,建立符合自身需要的人力资源管理构架。本研究是以解决实际问题为主要目的,并且充分借助调查问卷法与访谈法,准确捕捉到导致CR公司离职率高的主要与次要原因,进而为解决CR公司离职率高的问题提供思路。本文通过文献综述法、调查问卷法、离职员工访谈法对CR公司的员工离职问题进行研究,结合公司实际运营情况,发现CR公司员工离职率高的原因主要来源以下几方面:管理制度的不完善、缺少员工激励、自身价值实现困难、培训机制不完善、企业未来规划不明确、企业文化缺失、人才重视程度不够、收入水平不理想、企业前景不明朗、缺少有效培训等。结合前期进行的理论总结以及CR公司具体的案例与数据研究,本文最后从组织与个人两个层面提出了改善离职现状的方法。通过统计CR公司2016年第一季度人员流动情况,发现通过采用本文提出的组织层面与个人层面的措施,员工离职率明显降低,仅为8%,改善效果比较理想。本文以CR公司为例进行员工离职相关的研究,提出的建议可以推广至其他相似小微型企业,从而使小微型企业稳稳抓住人才,在市场竞争中取得更加优秀的表现。
[Abstract]:For China's small, micro-private enterprises, the 21 st century is full of opportunities and challenges. Survival of the fittest, talent has become the core power and competitiveness of enterprises. As far as enterprises are concerned, all enterprises attach great importance to human resources now, and how to obtain enterprise talents and retain talents to maintain the stability of talents is the key to the healthy development of an enterprise. This paper takes small and micro enterprises as the research object, analyzes the problem of employee turnover in small and micro enterprises, and takes CR Corporation as a case study, and puts forward some improvement measures. Through the deep analysis of the existing turnover problem of CR Company, the author talks to the employees of small and micro enterprises, and understands the reasons and harm of the turnover from the aspects of corporate strategy, corporate culture, salary system, etc. Then, the paper is simulated by questionnaire and model. System construction and other means to solve the problem of staff loss, to help small and micro enterprises to improve the level of management, to establish the human resources management framework according to their own needs. The main purpose of this study is to solve practical problems, and with the help of questionnaire and interview method, the main and secondary reasons leading to the high turnover rate of CR company can be accurately captured, thus providing ideas for solving the problem of high turnover rate of CR company. This paper studies the problem of employee turnover in CR Company by means of literature review, questionnaire and interview, combining with the actual operation of the company. It is found that the main reasons for the high turnover rate of employees in CR are as follows: imperfect management system, lack of staff motivation, difficulty in realizing their own value, imperfect training mechanism, unclear enterprise future planning and lack of corporate culture. Talent attention is not enough, income level is not ideal, business prospects are uncertain, lack of effective training, etc. Combined with the previous theoretical summary as well as the specific case and data research of CR, this paper puts forward the methods to improve the current situation of turnover from the two aspects of organization and individual. Based on the statistics of the turnover of CR Company in the first quarter of 2016, it is found that by adopting the measures proposed in this paper at the organizational level and the personal level, the employee turnover rate is significantly reduced to only 8, and the improvement effect is satisfactory. This paper takes CR Company as an example to study employee turnover, and the suggestions can be extended to other similar small and micro enterprises, so that small and micro enterprises can firmly grasp the talent and obtain better performance in the market competition.
【学位授予单位】：西北农林科技大学
【学位级别】：硕士
【学位授予年份】：2016
【分类号】：F272.92

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