G公司基层管理者流失及其应对策略研究

发布时间：2018-01-29 21:17

本文关键词： 员工离职培训体制员工核心能力　出处：《广东外语外贸大学》2017年硕士论文　论文类型：学位论文

【摘要】：自从1978年改革开放以来,中国商业市场迅速蓬勃发展。特别是近二十年受到国际化趋势的影响,商业竞争越来越激烈。企业要想生存,不能够仅仅关注产品环节,更重要的是意识到人才的重要性。员工不仅仅是生产者,被管理者。更是企业最重要的资源。对资源的投入,培养,管理是企业战略发展的一项重要组成部分。只有认识到以人为本的战略意义,才能将单纯的管理转变为鼓励,诱导,培养。从而激发出人的潜能,为企业创造价值。本文着眼于一家本土新兴航空公司,透过基层管理人员离职率高这一表象,挖掘该公司在人力管理上的漏洞。依据激励因素的维度自行编制出问卷调查表;面向所有在职人员以及部分离职人员进行问卷调查。之后通过信度效度检验以及方差分析得出离职的真正原因。结果显示,员工对于培训制度,特别是其中关于个人职业发展的满意度最低。其次,对于薪酬制度,晋升空间,绩效考核和决策权的满意度较低。再此基础上,结合文献综述法,对G公司的培训制度进行分析,包括培训体制建立的目标,原则,培训的具体内容形式以及培训效果跟踪评估四大板块。最终发现G公司缺乏完善的具有针对性的基层管理者培训制度,这导致基层管理者职业规划不清,职业发展受阻,最终导致人员流失。接下来,本文提出引入员工核心能力的理论来优化指导培训体制的建立。通过分析员工核心能力与个人职业发展以及职业生涯规划的关系,提出建立G公司基层管理人员核心能力词典和模型,以此来完善,指导,优化培训体制,使得培训效果事半功倍。此外,本文依次对薪酬制度,晋升空间,绩效考核以及决策权这四个次要原因进行了分析。发现G公司存在薪酬制度不合理,晋升空间狭窄,缺乏有效的绩效考核以及决策权等问题。并逐一提出了改善措施。结合培训改善措施,最终为G公司提出了一套完善,全面的改善方案,以此提高员工满意度,提高企业的人才储备,增强企业竞争力。本文在前人研究的基础上通过对员工核心能力与个人职业发展以及与职业生涯规划关系的分析,得出员工核心能力与离职率的关系,进而分析解决企业存在的人才培养发展问题。不但丰富了组织激励方面的理论研究,也为企业提出一套从根源解决问题的方案。这是本文最显著的理论与实践意义所在。
[Abstract]:Since the reform and opening up in 1978, the Chinese commercial market has developed rapidly and vigorously. Especially in the past two decades, the business competition has become more and more fierce. Enterprises want to survive. We can not only focus on the product link, but also realize the importance of talent. Employees are not only producers, managers, but also the most important resources of the enterprise. Management is an important part of the strategic development of enterprises. Only when we realize the strategic significance of people-oriented, can we turn pure management into encouragement, induction, cultivation, and thus stimulate the potential of human beings. To create value for enterprises. This paper focuses on a local new airline, through the appearance of high turnover rate of grass-roots managers. Excavate the loophole in the manpower management of the company and compile the questionnaire according to the dimension of the incentive factor; Questionnaire survey was conducted for all serving staff and some of the former employees. After that, the real reasons for the departure were obtained through reliability and validity test and variance analysis. The results showed that the employees were concerned about the training system. In particular, the satisfaction of personal career development is the lowest. Secondly, for the compensation system, promotion space, performance appraisal and decision-making power satisfaction is low. On this basis, combined with literature review method. Analyze the training system of company G, including the objectives and principles of the establishment of the training system. The specific content of the training form and training effect tracking and evaluation of the four major sections. Finally found that G company lack of targeted grass-roots managers training system, which led to the grass-roots managers career planning is unclear. Career development is blocked and eventually leads to a loss of staff. This paper puts forward the theory of introducing the core competence of employees to optimize the establishment of guidance training system. Through the analysis of the relationship between core competence and personal career development as well as career planning. In order to perfect, guide and optimize the training system, the training effect can be doubled with half the effort. In addition, this paper puts forward the salary system and promotion space in turn. Performance appraisal and decision-making power of the four secondary reasons are analyzed. It is found that G company has unreasonable salary system and narrow promotion space. Lack of effective performance appraisal and decision-making power and other issues. And proposed one by one improvement measures. Combined with training improvement measures, finally for G company a set of perfect, comprehensive improvement plan to improve employee satisfaction. On the basis of previous studies, this paper analyzes the relationship between employees' core competence and personal career development and career planning. The relationship between employee core competence and turnover rate, and then analyze and solve the problem of talent training and development, not only enrich the theoretical research on organizational motivation. It is the most significant theoretical and practical significance of this paper.
【学位授予单位】：广东外语外贸大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F562.6

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