【摘要】：自改革開放以來,隨著中國經(jīng)濟(jì)快速增長、持續(xù)發(fā)展,我國零售業(yè)也獲得了巨大的發(fā)展,各種規(guī)模的購物中心、百貨商場、超級市場的數(shù)量急劇增長,行業(yè)內(nèi)部的競爭日益激烈,隨之而來的人力資源爭奪戰(zhàn)也是愈演愈烈,這致使零售企業(yè)中優(yōu)秀的專業(yè)人才流失嚴(yán)重,尤其是從大型零售集團(tuán)錘煉出來的,具有較高業(yè)務(wù)能力和個人素質(zhì)的骨干員工。對于零售企業(yè)而言,從最初的選址開店、籌備招商到后期的營銷策劃、運(yùn)營管理都需要具有豐富的行業(yè)經(jīng)驗、專業(yè)技能及人脈資源的骨干員工來做支撐,但是往往這種骨干員工本身資源就相對匱乏,培養(yǎng)周期較長,如若流失,將在一定程度上制約著零售企業(yè)的可持續(xù)性發(fā)展。因此,只有有效解決零售企業(yè)骨干員工的流失問題,才能保持零售企業(yè)持久的競爭力和生命力。本文以發(fā)現(xiàn)、分析和解決問題為主旨,通過案例研究的方法,對DS集團(tuán)骨干員工的流失問題予以分析和研究。文章通過描述DS集團(tuán)有代表性的骨干員工流失的真實案例,運(yùn)用所學(xué)的管理理論,結(jié)合零售行業(yè)、企業(yè)自身以及員工個體等因素,挖掘DS集團(tuán)骨干員工流失原因并加以深入分析。針對具體原因,提出了建立完善的薪資福利體系、建立合理的職業(yè)發(fā)展規(guī)劃及建設(shè)“以人為本”的企業(yè)文化等改進(jìn)措施及建議。希望通過這些措施,提高DS集團(tuán)人力資源管理水平,提升企業(yè)文化建設(shè),降低骨干員工流失率,增強(qiáng)企業(yè)核心競爭力。本文所描述的DS集團(tuán)骨干員工流失方面的問題,在目前的零售企業(yè)中具有比較普遍的代表性。期望本文研究并實際運(yùn)用的具體操作方式和解決方案,能夠為同行和相關(guān)企業(yè)的人力資源管理提供一定的啟示,為零售企業(yè)解決骨干員工流失的問題起到參考作用。
[Abstract]:Since the reform and opening up, with the rapid growth and sustained development of China's economy, the retail industry in China has also achieved tremendous development. The number of shopping centers, department stores and supermarkets of all sizes has increased dramatically. The competition within the industry is becoming increasingly fierce, and the ensuing battle for human resources has also intensified. This has led to a serious loss of outstanding professionals in retail enterprises, especially from large retail groups. Have high business ability and personal quality of the backbone staff. For retail enterprises, from the initial location to open stores, prepare for investment to the late marketing planning, operation management needs a wealth of industry experience, professional skills and human resources to support the backbone of the staff, But often this kind of backbone staff itself resources is relatively scarce, the training period is relatively long, if the loss, will restrict the sustainable development of retail enterprises to a certain extent. Therefore, only by effectively solving the problem of the loss of backbone staff in retail enterprises, can we maintain the lasting competitiveness and vitality of retail enterprises. In order to find, analyze and solve the problem, this paper analyzes and studies the problem of the loss of the backbone staff of DS Group through the method of case study. This article describes the real case of the DS group's representative backbone staff turnover, applies the management theory learned, and combines the retail industry, the enterprise itself and the individual employees and other factors. Excavate the DS group backbone staff drain reason and give a thorough analysis. Aiming at the specific reasons, this paper puts forward some improvement measures and suggestions, such as establishing a perfect salary and welfare system, establishing a reasonable career development plan and building a "people-oriented" enterprise culture. It is hoped that through these measures, the level of human resources management in DS Group will be improved, the construction of enterprise culture will be promoted, the wastage rate of backbone staff will be reduced, and the core competitiveness of the enterprise will be strengthened. This paper describes the problem of staff turnover in DS Group, which is generally representative in retail enterprises. It is expected that the specific operation methods and solutions studied and applied in this paper can provide some enlightenment for the human resource management of peers and related enterprises, and play a reference role in solving the problem of staff turnover in retail enterprises.
【學(xué)位授予單位】：大連理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F272.92;F724.2

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