本文選題：外來務(wù)工人員　切入點(diǎn)：五因素分析　出處：《上海交通大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：隨著改革開放的步伐，中國經(jīng)濟(jì)進(jìn)一步融入了世界環(huán)境，其中珠三角憑借著制度優(yōu)勢和良好的地理位置優(yōu)勢，形成了一批技術(shù)先進(jìn)、具備國際競爭力的制造型企業(yè)。通過直接引進(jìn)海外投資與技術(shù)，結(jié)合地方產(chǎn)業(yè)積極發(fā)展制造業(yè)，珠三角已經(jīng)逐漸地發(fā)展為“世界制造業(yè)基地”。 但是目前，“中國制造”正在面臨前所未有的挑戰(zhàn)，珠三角制造業(yè)集群正在面臨全球經(jīng)濟(jì)緊縮、能源價(jià)格暴漲、人民幣升值、本地勞動(dòng)力及環(huán)境成本大幅上升等各方面的壓力，其中，企業(yè)招工難、用工難和人員流失問題，是當(dāng)前許多制造業(yè)企業(yè)管理部門所共同面臨的問題。 C公司則正是這樣一個(gè)電子制造業(yè)集群中的龍頭翹楚亦是非常具有代表性的企業(yè)，為了研究剖析C公司外來務(wù)工人員離職率居高不下的問題，通過文獻(xiàn)分析、C公司人力資源戰(zhàn)略五因素分析，以及在C公司實(shí)地實(shí)施的焦點(diǎn)小組訪談?wù){(diào)查分析和人力資源部運(yùn)作數(shù)據(jù)分析，獲得C公司外來務(wù)工人員的離職動(dòng)因以及人力資源管理系統(tǒng)的問題。 研究認(rèn)為，C公司目前針對(duì)外來務(wù)工人員的人力資源管理存在以下問題：一線外來務(wù)工人員流動(dòng)過快，，影響企業(yè)產(chǎn)能穩(wěn)定性；招聘機(jī)制活躍不足，大量依賴勞務(wù)中介公司輸入勞務(wù)人員，招聘成本居高不下；內(nèi)耗過大，由于頻繁離職造成人員招聘和培訓(xùn)過程中浪費(fèi)嚴(yán)重；企業(yè)文化過于物質(zhì)化，不利于培養(yǎng)有粘性的員工。C公司外來務(wù)工人員離職的影響因素主要分為不可調(diào)因素和可調(diào)因素兩類。不可調(diào)因素主要有短期務(wù)工初衷和結(jié)婚返鄉(xiāng)等與員工生存因素有關(guān)的影響因素；可調(diào)因素主要有企業(yè)待遇低人性化，加班多壓力大等影響因素有關(guān)。 最后，本研究以激勵(lì)理論和工作設(shè)計(jì)理論為基礎(chǔ)，從人力資源管理角度和業(yè)務(wù)開展角度分別提出了緩解C公司高離職率的對(duì)策建議。人力資源管理對(duì)策包括：以人為本、有效激勵(lì)、合理運(yùn)作、階段輪崗和務(wù)實(shí)文化。業(yè)務(wù)開展角度的對(duì)策包括：全自動(dòng)化生產(chǎn)、精益流程和業(yè)務(wù)戰(zhàn)略轉(zhuǎn)型。
[Abstract]:With the pace of reform and opening up, China's economy has further integrated into the world environment. Among them, the Pearl River Delta has formed a group of advanced technologies by virtue of its institutional advantages and favorable geographical position. Manufacturing enterprises with international competitiveness. Through the direct introduction of overseas investment and technology and the positive development of manufacturing industry in combination with local industries, the Pearl River Delta has gradually developed into a "world manufacturing base". But at present, "made in China" is facing unprecedented challenges. The Pearl River Delta manufacturing cluster is facing pressures from various aspects, such as global economic contraction, soaring energy prices, appreciation of the renminbi, and a sharp rise in local labor and environmental costs. Among them, the problems of recruitment, employment and staff loss are common problems faced by many management departments of manufacturing enterprises. Company C is just such a leading leader in the electronics manufacturing cluster and a very representative enterprise. In order to study and analyze the high turnover rate of migrant workers in company C, Through literature analysis, five factors analysis of human resource strategy of C company, focus group interview and data analysis of human resources department were carried out in C company. Obtain C company migrant workers turnover motivation and human resources management system issues. It is concluded that the current human resource management for migrant workers in company C has the following problems: the rapid turnover of migrant workers on the front line affects the stability of enterprise productivity, and the recruitment mechanism is not active enough. Relying heavily on labor agency companies to import labor personnel, recruitment costs remain high; internal friction is excessive, resulting in serious waste in the recruitment and training process due to frequent departures; corporate culture is too materialized. The factors affecting the turnover of migrant workers in company. C are mainly divided into two categories: non-adjustable factors and adjustable factors. The non-adjustable factors mainly include the original intention of short-term workers and marriage and return home, and the survival factors of employees. Factors related to factors; Adjustable factors are mainly low-humanized corporate pay, overtime, pressure and other factors related to. Finally, on the basis of incentive theory and job design theory, the paper puts forward countermeasures and suggestions to alleviate the high turnover rate of company C from the angle of human resource management and business development. Effective motivation, rational operation, phase rotation and pragmatic culture. Business development perspective includes: fully automated production, lean processes and business strategic transformation.
【學(xué)位授予單位】：上海交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272.92;F426.6

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本文編號(hào)：1605033