近年來,我國課外培訓(xùn)機(jī)構(gòu)發(fā)展迅猛,各類培訓(xùn)機(jī)構(gòu)如雨后春筍班涌現(xiàn)。中國教育學(xué)會(huì)發(fā)布報(bào)告稱,2016年我國中小學(xué)課外輔導(dǎo)行業(yè)市場規(guī)模超過8000億元。這些中小學(xué)課外輔導(dǎo)授課形式分為三大類:大班、小班、一對一。一對一為一個(gè)老師輔導(dǎo)1-3個(gè)學(xué)生,絕大部分都是一個(gè)老師輔導(dǎo)一個(gè)學(xué)生,這種課程也稱為VIP課程。進(jìn)行一對一授課的培訓(xùn)機(jī)構(gòu)分工更加細(xì)致、教學(xué)質(zhì)量也更有保證,每個(gè)學(xué)生都有專門的教師跟蹤輔導(dǎo)。對于一對一教學(xué),家長對上課體驗(yàn)相當(dāng)重要,如果機(jī)構(gòu)教師流失率高,直接會(huì)降低學(xué)員的上課體驗(yàn),導(dǎo)致學(xué)生家長的不滿,甚至直接導(dǎo)致客戶的流失,因此對于如何降低一對一教師員工的流失,對于培訓(xùn)機(jī)構(gòu)至關(guān)重要。員工流失是指員工自愿與企業(yè)徹底脫離工資關(guān)系或者員工自愿與企業(yè)徹底脫離任何法律承認(rèn)的契約關(guān)系。任何企業(yè),或多或少都會(huì)有員工流失的現(xiàn)象,適度的員工流動(dòng)對企業(yè)健康發(fā)展至關(guān)重要,但是過度的員工流失會(huì)導(dǎo)致企業(yè)的各類問題。培訓(xùn)機(jī)構(gòu)作為教育類公司,因其員工低齡化的特性,員工流失問題一致很嚴(yán)重。本文以F公司一對一部門教師員工為研究對象,深入分析了F公司一對一部門教師員工流失的近況及主要原因,在研究大量相關(guān)文獻(xiàn)的基礎(chǔ)上,提出降低員工流...

【文章頁數(shù)】：98 頁

【學(xué)位級別】：碩士

【文章目錄】：
ACKNOWLEDGEMENTS
ABSTRACT
摘要
Chapter 1 Introduction
    1.1 Research Background
    1.2 Meaning of the Research
        1.2.1 Research Significance
        1.2.2 Research Innovation
    1.3 Research Content
    1.4 Research Methods
Chapter 2 Literature Review
    2.1 Relevant Concepts and Measurement of Employee Turnover
        2.1.1 Relevant Concepts Definition
        2.1.2 Classification of Employee Turnover
        2.1.3 Measurement of turnover rate
    2.2 Literature Review on Employee Turnover
    2.3 Employee Turnover Models
    2.4 Theoretical Basis
    2.5 Domestic Research State
Chapter 3 Case Description
    3.1 Company Profile
        3.1.1 F Group Profile
        3.1.2 F Company Profile
        3.1.3 U-can Secondary School Education and One-on-one Department of F Company
        3.1.4 Organizational Structure of One-on-one Department
    3.2 Staff Composition of F company’s one-on-one Department
        3.2.1 Age and Basic Situation of F company’s Teachers
        3.2.2 Marriage Situation of F Company’s One-on-one Teachers
        3.2.3 Education Level of F company’s One-on-one Teachers
        3.2.4 Working Years Distribution of One-on-one Teachers of F Company
        3.2.5 Distribution of Teachers in One-on-one Department of F company
    3.3 Teacher Staff Turnover in One-on-one Department of F Company
        3.3.1 Structure and Features of Teacher Turnover
        3.3.2 Preliminary Reasons for Teacher Turnover and Questionnaire Design
Chapter 4 Case Analysis
    4.1 Questionnaire Design of Resigned One-on-one Teachers in F Company
    4.2 Questionnaire Distribution, Recycling and Analysis
        4.2.1 Questionnaire Distribution and Recycling
        4.2.2 Analysis of Questionnaire
        4.2.3 Preliminary Conclusions
    4.3 Distribution, Recycling and Analysis of the Second Questionnaire
        4.3.1 Distribution, Recycling of the Second Questionnaire
        4.3.2 A Summary of the Second Survey about teacher turnover
    4.4 Random Interview
    4.5 Summary
Chapter 5 Countermeasures for Teacher Turnover of F Company’s One-on-one Department
    5.1 Establish a Scientific Recruitment System
    5.2 Develop Better Teaching Materials
    5.3 Optimize the Training System for Teachers
        5.3.1 Improve the Training System for New Employees
        5.3.2 Emphasis on Creating an Environment for Mutual Learning among Teachers
    5.4 Enhance Connection between Employees and the Organization
        5.4.1 Flat Management Structure
        5.4.2 Strengthen Corporate Culture
        5.4.3 Establish Activity Center
    5.5 Increase Employee Turnover Costs
        5.5.1 Increase performance-related benefits
        5.5.2 Set up a marriage fund
        5.5.3 Care about teachers’ off-job life
Chapter 6. Conclusion
    6.1 Research Summary and Conclusions
    6.2 Limitation and Future Study
REFERENCE
Appendix 1-A
Appendix 1-B
Appendix 2



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