钛能公司员工离职原因分析与对策建议

发布时间：2018-06-03 12:54

本文选题：员工离职 + 主管因素　；参考：《南京大学》2013年硕士论文

【摘要】：在当今知识经济时代,企业之间的竞争越来越表现为人才这一核心资源的争夺。企业能否吸引并留住员工,尤其是有能力的员工,成为影响企业竞争实力的关键因素之一。但是由于当前企业用人机制的灵活性,企业不得不面临员工离职问题以及由此带来的消极影响,为了解决这一问题,企业必须要研究员工离职的真正原因,并据此提出对策。本文在大量阅读国内外学者研究文献的基础上,运用案例研究、文献研究和比较研究等方法,以人力资源管理、组织行为学、心理学等相关理论为基础,建立适合分析中国企业员工离职的员工离职理论模型,从多个维度,对员工离职的原因进行总结和归纳,进而对钛能公司员工的离职原因进行详细分析研究。研究发现,钛能公司员工离职主要原因有五个方面,(1)外部环境因素,主要表现为同行业外部机会；(2)组织因素,主要表现为：薪酬制度的不合理,缺乏员工职业生涯规划和人事管理制度的不公平；(3)个体——组织匹配因素,主要表现为个体——组织的不匹配；(4)主管因素；(5)个体因素。针对这些员工离职的原因,结合钛能公司业务发展情况,本文从组织、个体——组织匹配、主管三个层面提出了一些可操作性的对策,其中组织层面包括：(1)完善员工招聘工作；(2)合理化员工薪酬；(3)完善员工培训工作；(4)做好员工职业生涯规划；(5)系统化员工绩效管理。个体——组织匹配层面包括：(1)构建优秀的企业文化；(2)协调企业与员工,以及员工内部的关系。主管层面包括：(1)加强对主管的培训；(2)增强对主管的考核；(3)培养后备主管人选。希望钛能公司可以通过这些对策,吸引并留住更多的人才。本文对现代员工离职理论模型如何应用于我国企业员工离职管理进行了有益的尝试和研究,给出了适合于分析中国企业员工离职的员工离职理论模型。比较全面地分析了钛能公司员工的离职原因及其对企业造成的消极影响,并协助钛能公司从这些具体原因入手解决员工离职的问题。另外,本文从更加具体的层面提出了应对员工离职的对策,更加具有可操作性。希望此研究对其他类似钛能公司的技术密集型企业的管理人员起到借鉴作用,为其做好员工离职管理工作提供参考价值和改进依据。
[Abstract]:In the era of knowledge economy, the competition among enterprises is more and more the competition for the core resources of talents. The ability of enterprises to attract and retain employees, especially those with ability, has become one of the key factors affecting the competitive strength of enterprises. However, because of the flexibility of the current employment mechanism, enterprises have to face the problem of employee turnover and the negative impact. In order to solve this problem, enterprises must study the real reasons of employee turnover and put forward countermeasures accordingly. On the basis of reading a large number of domestic and foreign scholars' research literature, this paper uses the methods of case study, literature research and comparative study, and based on the related theories of human resource management, organizational behavior, psychology and so on. This paper establishes a theoretical model of employee turnover which is suitable for the analysis of employee turnover in Chinese enterprises, summarizes and induces the causes of employee turnover from several dimensions, and then makes a detailed analysis and research on the reasons of staff turnover in Tieneng Company. It is found that there are five main reasons for employee turnover in Tieneng Company: 1) external environmental factors, mainly manifested by external opportunities in the same industry, such as: unreasonable salary system. In the absence of staff career planning and personnel management system, the unfairness of the individual-organization matching factor is mainly manifested as the individual-organization mismatch (4) the managerial factor and 5) the individual factor. In view of the reasons of these employees leaving their jobs, combined with the business development of Tieneng Company, this paper puts forward some operable countermeasures from three aspects: organization, individual-organization matching, and supervisor. The organizational level includes: 1) to perfect the recruitment of employees 2) to rationalize the salary of the employees and 3) to perfect the training of the employees. 4) to do well the career planning of the employees. 5) to manage the performance of the employees. The individual-organizational matching level includes: 1) building an excellent corporate culture / 2) coordinating the relationship between the enterprise and its employees and the internal staff. The executive level includes: 1) strengthening the training of the supervisor 2) strengthening the examination of the supervisor 3) training the candidate for the reserve supervisor. We hope that Titanium can attract and retain more talents through these countermeasures. This paper makes a useful attempt and research on how to apply the modern employee turnover theory model to employee turnover management in Chinese enterprises, and presents a theoretical model of employee turnover which is suitable for analyzing the turnover of Chinese enterprises. This paper comprehensively analyzes the reasons of employee turnover and its negative impact on the enterprise, and helps Tieneng to solve the problem of employee turnover from these specific reasons. In addition, this paper puts forward some countermeasures to deal with employee turnover from a more specific level, which is more operable. It is hoped that this study can be used as a reference for the managers of other technology-intensive enterprises similar to Titanium-Neng Company, and provide reference value and improvement basis for the management of employee turnover.
【学位授予单位】：南京大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272.92;F426.6

【参考文献】