本文選題：株硬集團　切入點：人才流動理論　出處：《中南大學》2013年碩士論文　論文類型：學位論文

【摘要】：隨著時代的發(fā)展,人力資源已經(jīng)成為企業(yè)最寶貴的資源。而另一方面,人才的流動越來越頻繁,企業(yè)人才流失的現(xiàn)象日趨嚴重,特別是在傳統(tǒng)制造加工業(yè),人才流失現(xiàn)象已經(jīng)開始阻礙企業(yè)的可持續(xù)發(fā)展。株洲硬質(zhì)合金集團(簡稱株硬集團)作為國家“一五”期間建設(shè)的156項重點工程之一,擁有雄厚的資金基礎(chǔ)和發(fā)展?jié)摿?然而與之不相匹配的是人才流失問題日漸突出。因此,深入研究人才流失的現(xiàn)狀及原因顯得格外重要。 本文以人力資源理論為基礎(chǔ),深入探討了株硬集團人才現(xiàn)狀,針對人才流失問題提出相應(yīng)的解決方法。為了探尋株硬集團人才流動性和人才流失情況,本文在株硬集團內(nèi)部進行了一次工作滿意度和離職原因的問卷調(diào)查。通過對106名現(xiàn)有職工和已離職員工的調(diào)查,了解他們對公司的薪酬、培訓和晉升體系的滿意情況,以及其離職的主要原因。根據(jù)調(diào)查結(jié)果,并結(jié)合國內(nèi)外對人才流失的相關(guān)模型,如普萊斯模型,我們將株硬集團人才流失的影響因素分為3大類。其中,個人因素主要包括年齡,性格,身體狀況等；企業(yè)相關(guān)因素包括薪酬水平,培訓體系,職位設(shè)計,領(lǐng)導(dǎo)激勵和企業(yè)文化等；環(huán)境因素包括行業(yè)前景和地理位置等。這其中,企業(yè)相關(guān)因素是最重要的影響人才流失的原因。 根據(jù)株硬集團人才流失的原因,相應(yīng)地提出了株硬集團人才流失問題的解決對策。本文認為,企業(yè)在有效控制人才流失問題時,應(yīng)從3個原則——樹立正確的離職觀念,明確以人為本的管理理念和構(gòu)建以“法”治理的管理體系出發(fā),從6個方面——薪酬、激勵、培訓、工作職責、職業(yè)規(guī)劃、企業(yè)文化體系設(shè)計來作出戰(zhàn)略和政策調(diào)整。通過這些方面的優(yōu)化設(shè)計,株硬集團能夠?qū)⑷瞬诺牧魇Ы档偷阶畹拖薅?維持一個合理的人才流動比率。
[Abstract]:With the development of the times, human resources have become the most valuable resources of enterprises. On the other hand, the flow of talents is becoming more and more frequent, and the phenomenon of brain drain is becoming more and more serious, especially in the traditional manufacturing and processing industry. The phenomenon of brain drain has begun to hinder the sustainable development of enterprises. As one of the 156 key projects built during the first Five-Year Plan period, Zhuzhou cemented Carbide Group (Zhuzhou hard Group) has a strong financial base and development potential. However, the problem of brain drain is becoming more and more prominent. Therefore, it is very important to study the current situation and causes of brain drain. Based on the theory of human resources, this paper probes into the present situation of talents in Zhu-hard Group, and puts forward corresponding solutions to the problem of brain drain, in order to explore the fluidity and brain drain of talents in Zhu-hard Group. In this paper, we conducted a survey on job satisfaction and reasons for leaving our company. Through a survey of 106 existing and former employees, we found out their satisfaction with the company's salary, training and promotion system. According to the results of the investigation, combined with the relevant models of brain drain at home and abroad, such as Price model, we divide the factors that affect the brain drain of hard Group into three categories. Personal factors mainly include age, personality, physical condition, etc. Enterprise related factors include salary level, training system, position design, leadership motivation and corporate culture. Environmental factors include industry prospect and geographical location. Enterprise-related factors are the most important factors affecting the brain drain. According to the reasons of the brain drain of Zhuhard Group, this paper puts forward the countermeasures to solve the problem of the brain drain of the Group. This paper holds that the enterprise should set up the correct concept of leaving the company from three principles when effectively controlling the problem of brain drain. Clear people-oriented management concept and construction of "law" governance management system, from six aspects-salary, incentive, training, job responsibilities, career planning, Through the optimal design of these aspects, Zhuhard Group can reduce the brain drain to the minimum and maintain a reasonable talent flow ratio.
【學位授予單位】：中南大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F272.92;F426.3

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本文編號：1647861