A公司大陆员工流失问题对策研究
发布时间：2019-07-08 12:55
【摘要】：自20世纪80年代以来,随着大陆经济的崛起及海峡两岸关系的和平稳定发展,颇多台资企业看中了大陆这一庞大的消费市场,接踵而至,投资、创业。2002年,继大陆取代美国成为台湾最大的出口市场和最高出口依赖度地区之后,台商投资步伐日益加快。截至2013年7月底,大陆累计批准台湾投资项目89166个,实际使用台资达584.7亿美元。 市场的竞争最终是人才的竞争,谁拥有人才,谁就能在市场竞争中拥有绝对优势。台资企业要想在大陆实现可持续发展,就必须实现员工的本土化。然而,由于大陆和台湾地区政治体制、经济制度以及居民思想观念等方面的差异,致使众多在台资企业工作的大陆籍员工对企业的管理适应性欠缺,最终选择离职。 本文就以A公司这样一家台资企业为例,就其大陆籍员工流失问题展开研究。第一章,研究者简要阐述了本篇论文的研究背景,进而推导出本文的研究思路和研究框架；第二章,研究者针对人员流失这一研究主题,将学术界前辈的相关理论进行了整理以做回顾。主要包括国内外员工流失的相关理论回顾、台资企业大陆员工管理相关文章综述以及台资企业大陆员工工作适应性相关研究成果的整理。第三章,研究者以A台资公司离职率最高的企划部员工为研究范例,通过离职倾向调查和员工访谈的方式,对比台湾籍员工和大陆籍员工的问卷结果,得出大陆籍员工较台籍员工更具离职倾向的结论；第四章,研究者针对第三章A公司企划部大陆员工离职倾向调研的结果,进行归纳、提炼和升华,分别从宏观产业及政策、企业管理与运营、员工素质与心理三个层面,总结出A公司大陆员工流失的主要成因。主要集中于大陆与台湾的政策差异对择业的影响,企业薪酬体系和晋升通道有待完善,大陆籍与台湾籍员工价值观的差异等；第五章,研究者针对第四章所得出的流失原因,分别从加强台籍管理者与大陆员工有效沟通,建立有效的人才招聘与选拔体系,创建公平合理的薪酬与激励体制,重视大陆员工职业生涯规划,合理规避行业内人才争抢等维度,提出了应对的策略,并简要阐明了对策的有效性；第六章为总结与展望。 各个台资企业所处的行业和环境的不同,大陆员工流失的程度又有所不同,但究其本质还是有其共性,希望本文对各行业台资企业的大陆员工流失问题研究提供借鉴。
[Abstract]:Since the 1980s, with the rise of the mainland economy and the peaceful and stable development of cross-strait relations, many Taiwan-funded enterprises have attracted attention to the huge consumer market of the mainland, followed by investment and entrepreneurship. In 2002, after the mainland overtook the United States as Taiwan's largest export market and the highest export-dependent region, the pace of investment by Taiwan businessmen accelerated day by day. By the end of July 2013, the mainland had approved a total of 89166 Taiwan investment projects, with actual use of Taiwan capital of US $58.47 billion. The market competition is finally the talent competition, who has the talent, who can have the absolute advantage in the market competition. If Taiwan-funded enterprises want to achieve sustainable development in the mainland, they must realize the localization of their employees. However, due to the differences in the political system, economic system and residents' ideas between the mainland and Taiwan, many mainland employees working in Taiwan-funded enterprises lack of adaptability to the management of the enterprises, and finally choose to leave. Taking A company as an example, this paper studies the loss of mainland employees. In the first chapter, the researcher briefly expounds the research background of this paper, and then deduces the research ideas and research framework of this paper. In the second chapter, the researchers collate the relevant theories of the academic elders to review the research topic of personnel turnover. It mainly includes the review of the relevant theories of employee turnover at home and abroad, the review of the relevant articles on mainland employee management in Taiwan-funded enterprises and the collation of the relevant research results on the work adaptability of mainland employees in Taiwan-funded enterprises. In the third chapter, the researcher takes the employees of the planning department with the highest turnover rate as the research example, compares the questionnaire results of Taiwan employees and mainland employees by means of turnover intention survey and employee interview, and draws the conclusion that mainland employees have more turnover intention than Taiwanese employees. In the fourth chapter, according to the results of the investigation on the turnover intention of mainland employees in the planning department of Company A, the researchers summarize, refine and sublimate the main causes of employee turnover in mainland China from three aspects: macro industry and policy, enterprise management and operation, employee quality and psychology. It mainly focuses on the influence of the policy differences between the mainland and Taiwan on career selection, the salary system and promotion channels of enterprises need to be improved, and the differences in the values of employees from mainland and Taiwan, and so on. In the fifth chapter, according to the causes of the loss in the fourth chapter, the researchers put forward the countermeasures from strengthening the effective communication between Taiwanese managers and mainland employees, establishing an effective talent recruitment and selection system, creating a fair and reasonable salary and incentive system, paying attention to the career planning of mainland employees, reasonably circumventing the competition for talents in the industry, and briefly expounding the effectiveness of the countermeasures. The industry and environment of each Taiwan-funded enterprise are different, and the degree of employee turnover in the mainland is different, but its essence still has its commonness. I hope this paper can be used for reference for the study of the mainland employee turnover of Taiwan-funded enterprises in various industries.
【学位授予单位】：华东师范大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.82;F272.92
本文编号：2511599
[Abstract]:Since the 1980s, with the rise of the mainland economy and the peaceful and stable development of cross-strait relations, many Taiwan-funded enterprises have attracted attention to the huge consumer market of the mainland, followed by investment and entrepreneurship. In 2002, after the mainland overtook the United States as Taiwan's largest export market and the highest export-dependent region, the pace of investment by Taiwan businessmen accelerated day by day. By the end of July 2013, the mainland had approved a total of 89166 Taiwan investment projects, with actual use of Taiwan capital of US $58.47 billion. The market competition is finally the talent competition, who has the talent, who can have the absolute advantage in the market competition. If Taiwan-funded enterprises want to achieve sustainable development in the mainland, they must realize the localization of their employees. However, due to the differences in the political system, economic system and residents' ideas between the mainland and Taiwan, many mainland employees working in Taiwan-funded enterprises lack of adaptability to the management of the enterprises, and finally choose to leave. Taking A company as an example, this paper studies the loss of mainland employees. In the first chapter, the researcher briefly expounds the research background of this paper, and then deduces the research ideas and research framework of this paper. In the second chapter, the researchers collate the relevant theories of the academic elders to review the research topic of personnel turnover. It mainly includes the review of the relevant theories of employee turnover at home and abroad, the review of the relevant articles on mainland employee management in Taiwan-funded enterprises and the collation of the relevant research results on the work adaptability of mainland employees in Taiwan-funded enterprises. In the third chapter, the researcher takes the employees of the planning department with the highest turnover rate as the research example, compares the questionnaire results of Taiwan employees and mainland employees by means of turnover intention survey and employee interview, and draws the conclusion that mainland employees have more turnover intention than Taiwanese employees. In the fourth chapter, according to the results of the investigation on the turnover intention of mainland employees in the planning department of Company A, the researchers summarize, refine and sublimate the main causes of employee turnover in mainland China from three aspects: macro industry and policy, enterprise management and operation, employee quality and psychology. It mainly focuses on the influence of the policy differences between the mainland and Taiwan on career selection, the salary system and promotion channels of enterprises need to be improved, and the differences in the values of employees from mainland and Taiwan, and so on. In the fifth chapter, according to the causes of the loss in the fourth chapter, the researchers put forward the countermeasures from strengthening the effective communication between Taiwanese managers and mainland employees, establishing an effective talent recruitment and selection system, creating a fair and reasonable salary and incentive system, paying attention to the career planning of mainland employees, reasonably circumventing the competition for talents in the industry, and briefly expounding the effectiveness of the countermeasures. The industry and environment of each Taiwan-funded enterprise are different, and the degree of employee turnover in the mainland is different, but its essence still has its commonness. I hope this paper can be used for reference for the study of the mainland employee turnover of Taiwan-funded enterprises in various industries.
【学位授予单位】：华东师范大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.82;F272.92
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