發(fā)布時(shí)間：2018-03-30 20:19

  本文選題：運(yùn)行　切入點(diǎn)：人才流失　出處：《西北大學(xué)》2012年碩士論文

【摘要】：隨著國(guó)內(nèi)各類航空運(yùn)輸企業(yè)的不斷興起以及企業(yè)之間競(jìng)爭(zhēng)的加劇,我國(guó)民航企業(yè)員工的流動(dòng)頻率也隨之加快,機(jī)務(wù)、運(yùn)行、銷售等專業(yè)技術(shù)崗位人才的流失和穩(wěn)定性問題也逐漸凸顯,開始被航空企業(yè)高度重視。分析企業(yè)專業(yè)技術(shù)人才流失的特點(diǎn)及原因,探討解決方案,對(duì)于航空企業(yè)穩(wěn)定人才隊(duì)伍,安全生產(chǎn),提高競(jìng)爭(zhēng)力有重大的現(xiàn)實(shí)意義。 本文以M航空公司具有典型專業(yè)特點(diǎn)的運(yùn)行技術(shù)部門為主要研究對(duì)象,采用定量分析和定性分析相結(jié)合的研究方法,在總結(jié)M航空公司人才流失的特點(diǎn),分析人才流失產(chǎn)生的影響的基礎(chǔ)上,深入剖析運(yùn)行技術(shù)部門專業(yè)技術(shù)人才流失的根本原因,提出解決對(duì)策和實(shí)施方案。 調(diào)查過程主要運(yùn)用調(diào)查統(tǒng)計(jì)方法,參考明尼蘇達(dá)滿意度量表(MSQ),從內(nèi)在滿意度、外在滿意度和一般滿意度的三個(gè)維度設(shè)計(jì)了一套調(diào)查問卷,并發(fā)放100份進(jìn)行統(tǒng)計(jì)調(diào)查。問卷中包括六大主要因素,分別為“薪資待遇”、“發(fā)展機(jī)會(huì)”、“工作環(huán)境”、“學(xué)習(xí)培訓(xùn)”、“人際關(guān)系”、“企業(yè)文化”。調(diào)查問卷顯示,崗位設(shè)置不合理、薪酬不均衡和晉升通道不暢所致是人才流失的主要原因所在。在解決途徑方面,則重點(diǎn)從崗位晉升、薪酬激勵(lì)、績(jī)效考評(píng)(3P)三方面提出了專項(xiàng)治理人才流失的方案框架,最終達(dá)到專業(yè)技術(shù)人才保留的目的。 本文首先對(duì)企業(yè)優(yōu)化人力資源管理、穩(wěn)定運(yùn)行專業(yè)技術(shù)人才隊(duì)伍有實(shí)際意義。其次能夠?yàn)镸航空公司的其他專業(yè)技術(shù)人力資源的管理模式提供借鑒與參考,改善人才保留難的緊張局面。再次,有利于緩解現(xiàn)有航空公司人力資源管理壓力,穩(wěn)定職工隊(duì)伍,為根本地解決當(dāng)前緊缺型、關(guān)鍵型人才流失問題提供有益的探索。最后,能為進(jìn)一步完善民航業(yè)專業(yè)技術(shù)關(guān)鍵人才流動(dòng)的架構(gòu)體系,改善現(xiàn)有的人才管理機(jī)制,提高系統(tǒng)的運(yùn)營(yíng)效率,提供一定的借鑒。
[Abstract]:With the continuous rise of domestic air transport enterprises and the intensification of competition among enterprises, the frequency of employee mobility in civil aviation enterprises in our country has also been accelerated.Sales and other professional technical post loss and stability issues are also gradually highlighted, began to be highly valued by aviation enterprises.It is of great practical significance to analyze the characteristics and causes of the loss of professional and technical talents in the enterprises and to explore the solutions for stabilizing the talents team safety in production and improving the competitiveness of aviation enterprises.In this paper, the operating technology department of M Airlines with typical professional characteristics is taken as the main research object, and the characteristics of talent loss in M Airlines are summarized by combining quantitative analysis and qualitative analysis.Based on the analysis of the influence of the brain drain, this paper deeply analyzes the root causes of the loss of professional and technical talents in the operational technical department, and puts forward some countermeasures and implementation plans.According to the Minnesota satisfaction scale (MSQA), a set of questionnaires was designed from the three dimensions of internal satisfaction, external satisfaction and general satisfaction, and 100 questionnaires were distributed.Six main factors were included in the questionnaire, namely salary, development opportunity, work environment, study and training, interpersonal relationship and corporate culture.The questionnaire shows that the main reasons of the brain drain are the unreasonable post setting, the unbalanced salary and the poor promotion channel.In the aspect of solving the problem, the author puts forward the scheme frame of managing the brain drain from three aspects of post promotion, salary incentive and performance appraisal, and finally achieves the goal of retaining professional and technical talents.Firstly, this paper has practical significance for the enterprise to optimize the human resource management and to run the contingent of professional and technical talents stably.Secondly, it can provide reference and reference for the management mode of other professional technical human resources of M Airlines, and improve the tense situation of talent retention.Thirdly, it is helpful to alleviate the pressure of human resource management of existing airlines, stabilize the staff and workers, and provide a useful exploration for solving the problem of shortage and the loss of key talents.Finally, it can further improve the framework system of the flow of key talents in civil aviation industry, improve the existing talent management mechanism, improve the operational efficiency of the system, and provide a certain reference.
【學(xué)位授予單位】：西北大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F272.92;F562.6

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本文編號(hào)：1687507