發(fā)布時間：2018-01-09 19:02

  本文關鍵詞：X公司員工流失問題研究　出處：《南京大學》2017年碩士論文　論文類型：學位論文

  更多相關文章： 呼叫中心 員工流失 組織崗位體系 企業(yè)文化

【摘要】：員工流失是人力資源管理者日常工作所要面對的一個常見事件,員工流失率高,往往令管理者頭疼不已。這種情況尤其體現(xiàn)在以人為主要生產(chǎn)要素的行業(yè),無論是低端的勞動密集型行業(yè)還是高端的知識密集型行業(yè)。本文所研究的呼叫中心就是勞動密集型的代表行業(yè),也是近年來很多相對欠發(fā)達地方推行的服務外包行業(yè)的代表。而隨著呼叫中心在中國產(chǎn)生以來,相關企業(yè)在實現(xiàn)規(guī)模增長的同時也在謀求著管理水平的提升,對流失率的控制就是重點之一。員工流失問題是建立在企業(yè)視角的問題研究,而其本質(zhì)是一個系統(tǒng)性問題,關乎企業(yè)管理的諸多方面。本文首先對員工流失相關概念、理論、模型進行了回顧,找出其中適用于目標企業(yè)研究的部分。其后對目標企業(yè)的現(xiàn)狀進行了厘清和提取,著重關注在高速發(fā)展背后的人力資源狀況。接著通過對企業(yè)的問卷調(diào)查和訪談,總結(jié)導致員工流失的十一個問題:員工晉升通道受阻;管幅過大引起管理失效;工作壓力過大;工作與其他方面的不平衡;工作資源的分配的不確定性;外部同行薪酬的干擾導致員工心態(tài)變化;工作性質(zhì)社會評價低;過度的銷售導向的副作用;團隊合作和分享出現(xiàn)障礙;工作回報低;建議和想法不會得到公司的采納。最后通過分析總結(jié)出導致企業(yè)員工流失率過高的關鍵原因,即組織崗位體系的不足、工作特征帶來的負面影響、薪酬體系不健全和企業(yè)文化的缺位四個方面�；谝陨纤膫�原因,本文在其后提出個人對改變這些方面的一些對策和建議,即搭建完善的組織崗位體系、通過多種方法排除工作特征帶來的負面影響、完善薪酬體系建設以及建立企業(yè)文化提升機制。通過對目標企業(yè)的理論與實際的研究,相信可以從一個視角對員工流失率過高這個普遍性存在呼叫中心等行業(yè)的問題有更為直觀的認識,并為將來的進一步研究打下基礎。
[Abstract]:Staff turnover is a common event faced by human resource managers in their daily work. The high staff turnover rate often causes managers a headache. This situation is especially reflected in the industry where people are the main factors of production. Whether it is a low-end labor-intensive industry or a high-end knowledge-intensive industry. The call center studied in this paper is a labor-intensive representative industry. It is also a representative of the service outsourcing industry in many less developed places in recent years. However, with the emergence of call center in China, the related enterprises are also seeking to improve the management level while realizing the scale growth. One of the key points is to control the wastage rate. The problem of employee turnover is based on the enterprise perspective, and its essence is a systemic problem. Related to many aspects of enterprise management. Firstly, this paper reviews the related concepts, theories and models of employee turnover. Find out the part which is suitable for the research of the target enterprise, and then clarify and extract the status quo of the target enterprise. Focus on the human resource situation behind the rapid development. Then through the questionnaire survey and interviews to the enterprise, summed up the 11 problems that lead to the staff loss: the staff promotion channel is blocked; Management failure caused by too large pipe width; Too much work pressure; The imbalance between work and other aspects; Uncertainty in the allocation of work resources; The interference of external peer pay leads to the change of employees' mentality; Low social evaluation of the nature of work; The side effects of excessive sales orientation; Obstacles to teamwork and sharing; Low return on work; Suggestions and ideas will not be adopted by the company. Finally, through the analysis of the enterprise staff turnover rate caused by the high key reasons, that is, the lack of organizational position system, the negative impact of work characteristics. Based on the above four reasons, this paper puts forward some personal countermeasures and suggestions to change these aspects, that is, to set up a perfect organizational post system. Through a variety of methods to eliminate the negative impact of work characteristics, improve the construction of compensation system and establish a corporate culture promotion mechanism. Through the theoretical and practical research on the target enterprises. It is believed that we can have a more intuitionistic understanding of the problem of high staff turnover rate which exists in call center and other industries from a perspective, and lay a foundation for further research in the future.
【學位授予單位】：南京大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F272.92;F713.32

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本文編號：1402249