深圳装饰公司人才流失的成因及对策分析

发布时间：2018-05-30 01:25

本文选题：人才流失 + 满意度　；参考：《上海交通大学》2007年硕士论文

【摘要】： 随着市场经济深入发展、我国融入WTO的加速、全球经济一体化的新形势下,外资、合资企业大量进入我国建筑市场,这些企业大都具有雄厚的资金实力、较高的技术水平、完善的管理能力和灵活的经营机制。他们利用国有建筑企业不具备的优势在国内招贤纳士,以本土化人才来开拓市场。同时,民营建筑企业也强化其人才战略。在这种竞争环境下,国有建筑企业多年培养的各类人才不断流失,是否留住人才和用好人才成为国有建筑企业入世后严峻而根本性的挑战。本文对人员流动的宏观环境、人员流动对企业造成的利弊、建筑装饰环境有利因素和不利因素进行了研究,同时结合深圳装饰公司的案例,通过对公司近五年人员流失情况、离职人员有技巧性的访谈以及在职员工的满意度调查,得出工作生活环境的艰苦、薪酬的不合理、企业愿景的缺乏、工作缺乏挑战性、经营者的短期行为等因素是公司人员流失的主要原因。最后结合公司的实际现状提出企业留人的措施:只有改造现有企业管理模式、真心尊重关心员工,体察其需求,帮助他们成长进步,给他们营造发挥自己才能的环境,企业才能留住人才,才能在日趋激烈的市场中立于不败之地,打造“百年老店”。
[Abstract]:With the further development of market economy, the acceleration of China's integration into WTO, and the new situation of global economic integration, foreign capital and joint ventures have entered the construction market of our country in a large number. Most of these enterprises have strong capital strength and high technical level. Perfect management ability and flexible management mechanism. They use state-owned construction enterprises do not have the advantages in the domestic recruitment of talent to local talent to open up the market. At the same time, private construction enterprises also strengthen their talent strategy. In this competitive environment, the state-owned construction enterprises have been training a variety of talent loss for many years, whether to retain and make good use of talents has become a severe and fundamental challenge after the entry into WTO of state-owned construction enterprises. This article has carried on the research to the macroscopic environment of the personnel flow, the advantages and disadvantages of the personnel mobility to the enterprise, the advantageous factor and the disadvantageous factor of the architectural decoration environment, at the same time, combined with the case of the Shenzhen decoration company, through to the company nearly five years staff loss situation, There are skilled interviews and on-the-job staff satisfaction surveys among the former employees. The results show that the working and living environment is difficult, the salary is unreasonable, the enterprise vision is lacking, and the work is not challenging. Operator's short-term behavior and other factors are the main reasons for the loss of company personnel. Finally, combined with the actual situation of the company, some measures are put forward: only by reforming the existing enterprise management model, truly respecting and caring for employees, observing their needs, helping them grow and progress, and creating an environment in which they can bring their talents into full play. Only in order to retain talent, in the increasingly fierce market in an invincible position, to create a "hundred-year-old shop."
【学位授予单位】：上海交通大学
【学位级别】：硕士
【学位授予年份】：2007
【分类号】：F272;F426.92

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