本文選題：員工離職 + 主管因素��； 參考：《南京大學(xué)》2013年碩士論文

【摘要】：在當(dāng)今知識經(jīng)濟(jì)時代,企業(yè)之間的競爭越來越表現(xiàn)為人才這一核心資源的爭奪。企業(yè)能否吸引并留住員工,尤其是有能力的員工,成為影響企業(yè)競爭實(shí)力的關(guān)鍵因素之一。但是由于當(dāng)前企業(yè)用人機(jī)制的靈活性,企業(yè)不得不面臨員工離職問題以及由此帶來的消極影響,為了解決這一問題,企業(yè)必須要研究員工離職的真正原因,并據(jù)此提出對策。 本文在大量閱讀國內(nèi)外學(xué)者研究文獻(xiàn)的基礎(chǔ)上,運(yùn)用案例研究、文獻(xiàn)研究和比較研究等方法,以人力資源管理、組織行為學(xué)、心理學(xué)等相關(guān)理論為基礎(chǔ),建立適合分析中國企業(yè)員工離職的員工離職理論模型,從多個維度,對員工離職的原因進(jìn)行總結(jié)和歸納,進(jìn)而對鈦能公司員工的離職原因進(jìn)行詳細(xì)分析研究。 研究發(fā)現(xiàn),鈦能公司員工離職主要原因有五個方面,(1)外部環(huán)境因素,主要表現(xiàn)為同行業(yè)外部機(jī)會；(2)組織因素,主要表現(xiàn)為：薪酬制度的不合理,缺乏員工職業(yè)生涯規(guī)劃和人事管理制度的不公平；(3)個體——組織匹配因素,主要表現(xiàn)為個體——組織的不匹配；(4)主管因素；(5)個體因素。針對這些員工離職的原因,結(jié)合鈦能公司業(yè)務(wù)發(fā)展情況,本文從組織、個體——組織匹配、主管三個層面提出了一些可操作性的對策,其中組織層面包括：(1)完善員工招聘工作；(2)合理化員工薪酬；(3)完善員工培訓(xùn)工作；(4)做好員工職業(yè)生涯規(guī)劃；(5)系統(tǒng)化員工績效管理。個體——組織匹配層面包括：(1)構(gòu)建優(yōu)秀的企業(yè)文化；(2)協(xié)調(diào)企業(yè)與員工,以及員工內(nèi)部的關(guān)系。主管層面包括：(1)加強(qiáng)對主管的培訓(xùn)；(2)增強(qiáng)對主管的考核；(3)培養(yǎng)后備主管人選。希望鈦能公司可以通過這些對策,吸引并留住更多的人才。 本文對現(xiàn)代員工離職理論模型如何應(yīng)用于我國企業(yè)員工離職管理進(jìn)行了有益的嘗試和研究,給出了適合于分析中國企業(yè)員工離職的員工離職理論模型。比較全面地分析了鈦能公司員工的離職原因及其對企業(yè)造成的消極影響,并協(xié)助鈦能公司從這些具體原因入手解決員工離職的問題。另外,本文從更加具體的層面提出了應(yīng)對員工離職的對策,更加具有可操作性。希望此研究對其他類似鈦能公司的技術(shù)密集型企業(yè)的管理人員起到借鑒作用,為其做好員工離職管理工作提供參考價值和改進(jìn)依據(jù)。
[Abstract]:In the era of knowledge economy, the competition among enterprises is more and more the competition for the core resources of talents. The ability of enterprises to attract and retain employees, especially those with ability, has become one of the key factors affecting the competitive strength of enterprises. However, because of the flexibility of the current employment mechanism, enterprises have to face the problem of employee turnover and the negative impact. In order to solve this problem, enterprises must study the real reasons of employee turnover and put forward countermeasures accordingly. On the basis of reading a large number of domestic and foreign scholars' research literature, this paper uses the methods of case study, literature research and comparative study, and based on the related theories of human resource management, organizational behavior, psychology and so on. This paper establishes a theoretical model of employee turnover which is suitable for the analysis of employee turnover in Chinese enterprises, summarizes and induces the causes of employee turnover from several dimensions, and then makes a detailed analysis and research on the reasons of staff turnover in Tieneng Company. It is found that there are five main reasons for employee turnover in Tieneng Company: 1) external environmental factors, mainly manifested by external opportunities in the same industry, such as: unreasonable salary system. In the absence of staff career planning and personnel management system, the unfairness of the individual-organization matching factor is mainly manifested as the individual-organization mismatch (4) the managerial factor and 5) the individual factor. In view of the reasons of these employees leaving their jobs, combined with the business development of Tieneng Company, this paper puts forward some operable countermeasures from three aspects: organization, individual-organization matching, and supervisor. The organizational level includes: 1) to perfect the recruitment of employees 2) to rationalize the salary of the employees and 3) to perfect the training of the employees. 4) to do well the career planning of the employees. 5) to manage the performance of the employees. The individual-organizational matching level includes: 1) building an excellent corporate culture / 2) coordinating the relationship between the enterprise and its employees and the internal staff. The executive level includes: 1) strengthening the training of the supervisor 2) strengthening the examination of the supervisor 3) training the candidate for the reserve supervisor. We hope that Titanium can attract and retain more talents through these countermeasures. This paper makes a useful attempt and research on how to apply the modern employee turnover theory model to employee turnover management in Chinese enterprises, and presents a theoretical model of employee turnover which is suitable for analyzing the turnover of Chinese enterprises. This paper comprehensively analyzes the reasons of employee turnover and its negative impact on the enterprise, and helps Tieneng to solve the problem of employee turnover from these specific reasons. In addition, this paper puts forward some countermeasures to deal with employee turnover from a more specific level, which is more operable. It is hoped that this study can be used as a reference for the managers of other technology-intensive enterprises similar to Titanium-Neng Company, and provide reference value and improvement basis for the management of employee turnover.
【學(xué)位授予單位】：南京大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272.92;F426.6

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本文編號：1972854