A公司体制变革背景下员工离职问题研究

发布时间：2018-01-15 14:33

本文关键词：A公司体制变革背景下员工离职问题研究　出处：《昆明理工大学》2017年硕士论文　论文类型：学位论文

【摘要】：A公司是一家环保公司,成立于1997年,主要从事工业废水和生活垃圾的处理,经过数十年的发展,公司初具规模。伴随国内外经济形势的变化,为了在竞争中获取主动,公司进行了体制变革,主要措施有(1)调整组织结构,激发公司活力;(2)实施员工与职位匹配;(3)建立完善的个人绩效考核制度,实施变革举措后,公司的离职率由13%上升至14%,总离职率变化不大,但是各部门员工的离职率相差较大,如财务部和人力资源部门离职率总和增长了 10.0%,生产技术部门的离职率反而降低了7.0%,由于行业特性,留下丰富经验的人才,应对经济形势的变化,显得弥足珍贵。本文通过调研,找出了公司基层及中层员工离职的原因,这两类群体的离职原因不尽相同。基层员工离职的主要原因有:第一、对知识和技能有着提升需求,公司忽略了这一方面;第二、公司从事环保行业,员工迫切的想要提升工作环境的品质;第三、基层员工自身属于更加注重短期的获得,原有绩效制度落实未到位。中高层员工离职的主要原因是:第一、无及时有效的沟通,感觉自己被轻视;第二、缺乏对公司进行体制变革却反信心,不确定在这样的变革下能否取得成功;第三、变革使得自身原有的利益受损,却无相应的保障措施。弄清A公司员工离职原因后,本文从企业与个人层面制定了离职应对策略。从企业层面角度,有如下举措:第一、在全公司树立变革的文化,将这种文化传递至每一位员工;第二、进行专业的职业生涯辅导;第三、建立离职预防机制;第四、落实制定的绩效管理制度;第五、额外的福利津贴制度。从个人层面角度,针对基层员工的离职应对举措有提供专业知识与技能培训以及基础知识培训;针对中高层的政策有:变革中更加注意信息沟通,注重中高层员工感受,其次让员工参与变革、重视组织承诺。在撰写本文过程中,针对员工离职原因进行调查时,以职位为标准,细分员工离职原因,从而找出哪一部分群体是因为体制变革而离职的群体,是什么样的变革因素造成的离职,制定出有针对性的措施。同时,也发现了因非变革因素离职的员工,制定出合适的措施,所以本文在对进行变革的企业,如何留住人才具有现实借鉴意义。
[Abstract]:Company A is an environmental protection company, founded in 1997, mainly engaged in the treatment of industrial wastewater and domestic waste, after decades of development, the company has begun to take shape. With the changes of economic situation at home and abroad. In order to obtain the initiative in the competition, the company has carried on the system reform, the main measure is: 1) adjust the organization structure, stimulate the company vigor; (2) implement employee and position matching; After implementing the reform measures, the turnover rate of the company rose from 13% to 14, and the total turnover rate did not change much, but the turnover rate of the employees in various departments varied greatly. 3) establishing a perfect personal performance appraisal system, and implementing the reform measures, the turnover rate of the company rose from 13% to 14, with little change in the total turnover rate. For example, the total turnover rate of finance and human resources departments increased by 10.0, while the turnover rate of production and technology departments decreased by 7.0. due to the characteristics of the industry, rich experienced talents were left behind. To cope with the changes in the economic situation, it is very valuable. Through research, this paper finds out the reasons for the turnover of grass-roots and middle-level employees of the company. The main reasons for the turnover of grass-roots employees are as follows: first, there is a need for improving knowledge and skills, and the company has neglected this aspect; Second, the company is engaged in environmental protection industry, employees are eager to improve the quality of the working environment; Third, grass-roots employees themselves pay more attention to short-term access, the original performance system has not been implemented in place. The main reasons for the middle and senior level staff to leave their jobs are: first, without timely and effective communication, feel that they have been despised; Second, the lack of institutional change in the company but anti-confidence, uncertain in such a change under the success; Third, the changes make their original interests damaged, but there are no corresponding safeguards. After understanding the reasons for the departure of employees in Company A. this paper formulates the exit strategy from the enterprise and individual levels. From the corporate perspective. There are the following initiatives: first, establish a culture of change throughout the company, this culture to each employee; Second, professional career counseling; Third, to establish the mechanism of separation prevention; 4th, the implementation of the performance management system; 5th, additional benefit allowance system. From the individual level, the exit response measures for grass-roots employees include providing professional knowledge and skills training as well as basic knowledge training; The policies are: pay more attention to the communication of information, pay attention to the feelings of the employees, then let the staff participate in the change, attach importance to organizational commitment. In the process of writing this article. In order to find out which part of the group is the group that left because of the system change and what kind of change factor the employee leaves the service, take the position as the standard, subdivide the reason of employee leaving, and find out which part of the group is the group that left because of the system change. At the same time, the staff who quit because of non-transformative factors are found out, and the appropriate measures are worked out. Therefore, this paper is of practical significance to the enterprises carrying on the change, how to retain the talented person.
【学位授予单位】：昆明理工大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：X324;F272.92

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