淮南矿业集团煤矿新生代员工离职现状及对策研究
发布时间：2018-09-08 15:04
【摘要】：由于经济的快速进展,企业中的工人选择离职已经越显平常,20世纪八九十年代出生的这一批被称之为“新生代”的员工都已经慢慢步入职场中,并逐步进入到企业一线的骨干队伍。鉴于现在的时代特点以及员工本身的一些特点,他们会经常选择离职,这种离职给企业所带来损失往往是巨大的。经调查,作为省内发展速度最快、规模最大的集煤矿采用、销售和研制等为一体的淮南矿业集团股份有限公司,新生代员工离职问题也十分严重。 由于激烈的行业竞争,企业应该通过人才的优胜制度,确保一定的低频率的人员流失,促进企业内部知识创新和保持企业活力。但是,高频率的离职倾向是不正常的,也反映出企业内部人力关系存在严重的矛盾和不和谐因素,员工离职率高、情绪波动大会导致企业内部凝聚力下降,并且增加企业人力资源成本。调查显示,淮南矿业集团下属煤矿员工的平均年离职率为12.5%,其中年龄在18—-30岁之间的员工年离职率高达28%,新生代员工中每年也有约20%的人具有离职倾向。企业在面临员工如此高的离职率和离职倾向的情况下,想要很快的发展是很不容易的。首先,对于个人而言,经常离职不利于职业生涯的发展和自身专业技术能力的提高。对于企业而言,新生代员工的离开,不仅给该企业造成了高额的人才培养、员工培训成本,还会使得企业其他员工士气低落,影响工作效率。所以,根据相关已有的离职影响因素,结合煤矿企业新生代员工的自身特点,找出导致其高离职率的主要因素,并针对性的提出相应的建议,以减少新生代员工的离职率。以此为出发点,本文系统性的对淮南矿业集团新生代员工高离职现状进行调查研究,文章除绪论外,共分为四个部分： 第一部分进行理论概述,系统地介绍了新生代员工的概念、离职概念、离职中常用的一些模型和一些国内外对员工离职的已有研究,为本文研究淮南矿业集团新生代员工的高离职现象做了理论准备。 第二部分分析了淮南矿业集团煤矿新生代员工的离职现状以及离职的原因。首先简单的介绍淮南矿业集团概况以及近年来在该企业中出现的高离职率现象。随后,针对新生代员工的高离率,本文通过问卷调查的方式向淮南矿业集团的各个阶层的离职员工进行问卷调查,经过统计分析得出影响淮南矿业集团新生代员工如此高的离职率可以归结为八个方面,依据这八个方面影响因子从企业外界因素、企业内部因素以及职工个人因素三个方面对他们的离职现状的进行分析,概括总结出淮南矿业集团煤矿新生代员工离职的真正原因。 第三部分是在第二部分对离职原因研究的基础上,提出解决淮南矿业集团煤矿新生代员工离职问题的相应对策,具体从建立全面的人才发展体系、创建有效的激励措施、构建科学有效合理的薪酬福利体系、构建有效的人才约束机制四个角度,全面有针对性的制定了一套控制新生代员工流失的对策。 第四部分则对该研究做了研究归纳和总结,对后续的研究进行展望。
[Abstract]:Because of the rapid economic development, it is becoming more and more common for workers in enterprises to choose to leave their jobs. The so-called "new generation" born in the 1980s and 1990s has gradually entered the workplace and gradually entered the backbone of the enterprise. In view of the characteristics of the times and some of the characteristics of employees themselves, they According to the survey, Huainan Mining Group Co., Ltd., which is the fastest developing and largest coal mine adopting, selling and researching, has a serious turnover problem for the new generation of employees.
Due to the fierce competition in the industry, enterprises should ensure a certain low-frequency turnover of personnel, promote knowledge innovation and maintain the vitality of the enterprise through the system of talent superiority. The survey shows that the average turnover rate of Huainan Mining Group's coal miners is 12.5%. The annual turnover rate of employees aged between 18 and 30 is as high as 28%. About 20% of the new generation of employees have turnover tendency every year. In the face of such a high turnover rate and turnover tendency of employees, it is not easy for the industry to develop quickly. First, for individuals, frequent turnover is not conducive to career development and their own professional and technical ability. Cultivation, staff training costs, will also make other employees of the enterprise morale depression, affecting work efficiency. Therefore, according to the relevant existing turnover factors, combined with the characteristics of the new generation of coal mine employees, find out the main factors leading to their high turnover rate, and put forward corresponding recommendations to reduce the turnover rate of new generation employees. Taking this as the starting point, this paper systematically investigates the current situation of high turnover of Huainan Mining Group's new generation employees. The article is divided into four parts except the introduction.
The first part is a theoretical overview, systematically introduces the concept of the new generation of employees, the concept of turnover, some commonly used models and some domestic and foreign research on employee turnover, which makes theoretical preparations for this paper to study the phenomenon of high turnover of the new generation of employees in Huainan Mining Group.
The second part analyzes the current situation of the turnover of the new generation employees in Huainan Mining Group and the reasons for their turnover. First, the general situation of Huainan Mining Group and the phenomenon of high turnover rate in recent years are briefly introduced. Then, in view of the high turnover rate of the new generation employees, this paper makes a questionnaire survey to Huainan Mining Group. Questionnaires were conducted among the employees of different strata. Statistical analysis showed that the high turnover rate of Huainan Mining Group can be attributed to eight factors. According to these eight factors, the progress of the employees'turnover status can be attributed to three aspects: external factors, internal factors and personal factors. This paper summarizes the real reasons for the new generation employees' leaving in Huainan Mining Group coal mine.
The third part is on the basis of the second part of the study of the reasons for the resignation, put forward the corresponding countermeasures to solve the problem of Huainan Mining Group coal mine new generation of staff turnover, specifically from the establishment of a comprehensive talent development system, the creation of effective incentives, the construction of a scientific and effective salary and welfare system, the construction of an effective talent restraint mechanism of four. At the same time, a comprehensive and targeted solution has been formulated for controlling the turnover of new generation employees.
In the fourth part, the research is summarized and summarized, and the future research is prospected.
【学位授予单位】：安徽大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.92;F426.1
本文编号：2230868
[Abstract]:Because of the rapid economic development, it is becoming more and more common for workers in enterprises to choose to leave their jobs. The so-called "new generation" born in the 1980s and 1990s has gradually entered the workplace and gradually entered the backbone of the enterprise. In view of the characteristics of the times and some of the characteristics of employees themselves, they According to the survey, Huainan Mining Group Co., Ltd., which is the fastest developing and largest coal mine adopting, selling and researching, has a serious turnover problem for the new generation of employees.
Due to the fierce competition in the industry, enterprises should ensure a certain low-frequency turnover of personnel, promote knowledge innovation and maintain the vitality of the enterprise through the system of talent superiority. The survey shows that the average turnover rate of Huainan Mining Group's coal miners is 12.5%. The annual turnover rate of employees aged between 18 and 30 is as high as 28%. About 20% of the new generation of employees have turnover tendency every year. In the face of such a high turnover rate and turnover tendency of employees, it is not easy for the industry to develop quickly. First, for individuals, frequent turnover is not conducive to career development and their own professional and technical ability. Cultivation, staff training costs, will also make other employees of the enterprise morale depression, affecting work efficiency. Therefore, according to the relevant existing turnover factors, combined with the characteristics of the new generation of coal mine employees, find out the main factors leading to their high turnover rate, and put forward corresponding recommendations to reduce the turnover rate of new generation employees. Taking this as the starting point, this paper systematically investigates the current situation of high turnover of Huainan Mining Group's new generation employees. The article is divided into four parts except the introduction.
The first part is a theoretical overview, systematically introduces the concept of the new generation of employees, the concept of turnover, some commonly used models and some domestic and foreign research on employee turnover, which makes theoretical preparations for this paper to study the phenomenon of high turnover of the new generation of employees in Huainan Mining Group.
The second part analyzes the current situation of the turnover of the new generation employees in Huainan Mining Group and the reasons for their turnover. First, the general situation of Huainan Mining Group and the phenomenon of high turnover rate in recent years are briefly introduced. Then, in view of the high turnover rate of the new generation employees, this paper makes a questionnaire survey to Huainan Mining Group. Questionnaires were conducted among the employees of different strata. Statistical analysis showed that the high turnover rate of Huainan Mining Group can be attributed to eight factors. According to these eight factors, the progress of the employees'turnover status can be attributed to three aspects: external factors, internal factors and personal factors. This paper summarizes the real reasons for the new generation employees' leaving in Huainan Mining Group coal mine.
The third part is on the basis of the second part of the study of the reasons for the resignation, put forward the corresponding countermeasures to solve the problem of Huainan Mining Group coal mine new generation of staff turnover, specifically from the establishment of a comprehensive talent development system, the creation of effective incentives, the construction of a scientific and effective salary and welfare system, the construction of an effective talent restraint mechanism of four. At the same time, a comprehensive and targeted solution has been formulated for controlling the turnover of new generation employees.
In the fourth part, the research is summarized and summarized, and the future research is prospected.
【学位授予单位】：安徽大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.92;F426.1
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