本文選題：物業(yè)行業(yè) + 員工離職��； 參考：《西南大學(xué)》2014年碩士論文

【摘要】：近年來,隨著房地產(chǎn)行業(yè)的迅速發(fā)展,物業(yè)管理作為房地產(chǎn)項目接管投入使用的后續(xù)運作維護(hù)行業(yè),也同樣經(jīng)歷了快速的發(fā)展歷程。在重慶,自從1991年成立了第一家物業(yè)管理公司至今,重慶的物業(yè)管理行業(yè)已發(fā)展成為擁有近1700家專業(yè)企業(yè),有著近30萬從業(yè)人員的市場規(guī)模。同時,越來越多的物業(yè)服務(wù)企業(yè)從原有的簡單保安、保潔、報事維修等基礎(chǔ)服務(wù),逐步發(fā)展到系統(tǒng)化、注重“質(zhì)”的層面的提升階段,更多的注重品質(zhì)化、品牌化發(fā)展。一線品牌物業(yè)企業(yè)由于緊隨其地產(chǎn)母公司的規(guī)�；瘮U(kuò)張,對員工數(shù)量和質(zhì)量上的需求均逐年遞增。然而,該行業(yè)卻存在員工主動離職率長期居高不下、對外員工招聘愈發(fā)困難、愿意進(jìn)入服務(wù)性行業(yè)的員工趨于減少等現(xiàn)象,這成為了困擾各大品牌物業(yè)企業(yè)發(fā)展的嚴(yán)峻問題。因此,在行業(yè)內(nèi)部企業(yè)間競爭越來越激烈的大背景下,如何降低企業(yè)內(nèi)部的員工主動離職率成為目前管理中亟待解決的重要問題。 本文首先從公平理論、激勵理論、人力資源管理成本、員工職業(yè)生涯管理等與員工離職控制研究相關(guān)的理論知識上進(jìn)行了闡述和分析,并對近年來國內(nèi)外專家學(xué)者對于影響員工離職因素及控制對策的文獻(xiàn)閱讀中發(fā)現(xiàn),在組織中員工工作滿意度的高低決定了員工離職傾向的高低,一旦外部條件具備,極易出現(xiàn)員工離職行為。因此,本文以工作滿意度和離職傾向為視角,通過對S物業(yè)公司近200名在職員工進(jìn)行問卷調(diào)查,希望通過工作滿意度、離職傾向這兩組數(shù)據(jù)從員工層面上的分析出造成員工對工作不滿意,從而產(chǎn)生離職傾向的因素,為制定企業(yè)離職率控制對策提供依據(jù)。 在問卷調(diào)查的基礎(chǔ)上,利用統(tǒng)計分析軟件SPSS19.0對數(shù)據(jù)進(jìn)行分析。首先,通過因素分析對調(diào)查數(shù)據(jù)進(jìn)行分類和降維,得出影響S物業(yè)公司員工滿意度的主要維度有三個：企業(yè)文化、職業(yè)生涯規(guī)劃、薪酬性價比。其次,通過均值分析,得出個人特征對離職傾向及其影響因素的差異性。最后通過相關(guān)分析,揭示員工滿意度影響因素和離職傾向相關(guān)程度,分析結(jié)果表明：企業(yè)文化、職業(yè)生涯規(guī)劃、薪酬性價比與員工離職傾向存在顯著負(fù)相關(guān)關(guān)系。 本文在對S物業(yè)公司員工離職影響因素的分析基礎(chǔ)上,提出應(yīng)對員工離職的控制對策：首先,從員工職業(yè)生涯規(guī)劃方面,利用企業(yè)的規(guī)模擴(kuò)張來創(chuàng)造有效的員工職業(yè)發(fā)展路徑；其次,進(jìn)行“寬帶薪酬”制度改革,解決晉升瓶頸；再次,企業(yè)培訓(xùn)中樹立“謙遜但不謙卑”的職業(yè)觀念,運用行業(yè)的影響力轉(zhuǎn)變對服務(wù)從業(yè)者的偏見,更要重視專業(yè)化內(nèi)容的培訓(xùn)以提高員工專業(yè)化素質(zhì)；同時,企業(yè)要加強(qiáng)文化建設(shè),通過“員工關(guān)懷”等項目,提高員工滿意度。最后,通過完善的制度,降低惡意離職帶來的不良影響。
[Abstract]:In recent years, with the rapid development of the real estate industry, property management, as a follow-up operation and maintenance industry, has also experienced a rapid development process. In Chongqing, since the establishment of the first property management company in 1991, the property management industry in Chongqing has developed into a nearly 1700 professional enterprises with nearly 300000 employees in the market. At the same time, more and more property service enterprises from the original simple security, cleaning, newspaper maintenance and other basic services, gradually developed to systematization, pay attention to the "quality" level of upgrading stage, more attention to quality, brand development. Because of the large scale expansion of the real estate parent company, the demand for employee quantity and quality is increasing year by year. However, there exists the phenomenon that the rate of active turnover of employees is high for a long time, the recruitment of foreign staff is becoming more difficult, and the number of employees willing to enter the service industry tends to decrease, which has become a serious problem puzzling the development of major brand property enterprises. Therefore, under the background of more and more fierce competition among enterprises within the industry, how to reduce the rate of employee turnover becomes an important problem to be solved urgently in the current management. Firstly, this paper expounds and analyzes the theory of fairness theory, incentive theory, human resource management cost, employee career management and employee turnover control. In recent years, experts and scholars at home and abroad for influencing factors and control measures for staff turnover literature reading found that the level of employee job satisfaction in the organization determines the level of turnover intention, once the external conditions are available. Employee turnover is very easy to occur. Therefore, from the perspective of job satisfaction and turnover intention, this paper makes a questionnaire survey on nearly 200 in-service employees of S property Company, hoping to pass through job satisfaction. From the analysis of employee level, the two groups of data of turnover intention make the employee dissatisfied with the work, and then produce the factor of turnover intention, which provides the basis for formulating the countermeasures of controlling the turnover rate of the enterprise. On the basis of questionnaire survey, the data are analyzed by using the statistical analysis software SPSS19.0. First of all, through factor analysis to classify and reduce the dimension of the survey data, it is concluded that there are three main dimensions that affect the employee satisfaction of S property company: corporate culture, career planning, salary performance and price ratio. Secondly, by means analysis, the difference of personal characteristics on turnover intention and its influencing factors is obtained. Finally, through the correlation analysis, the paper reveals the influencing factors of employee satisfaction and the degree of relevance of turnover intention. The results show that there is a significant negative correlation between corporate culture, career planning, salary performance-price ratio and employee turnover intention. Based on the analysis of the influencing factors of employee turnover in S property Company, this paper puts forward the control measures to deal with employee turnover: firstly, from the aspect of employee career planning, we use the scale expansion of the enterprise to create an effective path of employee career development; Secondly, we should reform the "broadband compensation" system to solve the bottleneck of promotion. Thirdly, we should set up a professional concept of "humility but not humility" in enterprise training, and use the influence of the industry to change the bias against service practitioners. At the same time, enterprises should strengthen cultural construction and improve employee satisfaction through projects such as "employee care". Finally, through the perfect system, reduces the bad influence which the malicious resignation brings.
【學(xué)位授予單位】：西南大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272.92;F299.233.47

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