本文選題：公司 + 人員流失��； 參考：《蘇州大學》2014年碩士論文

【摘要】：21世紀是知識經(jīng)濟時代，更是技術(shù)經(jīng)濟時代。依靠產(chǎn)品和價格的競爭已然成為過去，人員競爭時代已經(jīng)來臨。人員作為企業(yè)寶貴的資源，其價值和作用越來越受到企業(yè)的重視。特別是知識密集型企業(yè)，人員的作用更加突出。而目前企業(yè)在人力資源管理上，無論是一線員工還是技術(shù)型、管理型人員都十分稀缺，這個讓眾多企業(yè)求賢若渴，因此企業(yè)間也不斷的展開人員搶奪的斗爭，也正因如此大多數(shù)企業(yè)都面臨著嚴重的人員流失問題。尤其是長三角的中小制造型企業(yè)，人員流失成為企業(yè)的通病，員工大規(guī)模流失、對企業(yè)缺乏忠誠度、工作效率不高等問題成為阻礙長三角中小型企業(yè)發(fā)展的關(guān)鍵原因之一。 對此，，本文首先從企業(yè)人力資源管理的背景出發(fā)，闡述緩解企業(yè)人員流失、留住企業(yè)人員的必要性與重要意義，并對國內(nèi)外學者的研究成果進行總結(jié)。隨后從理論角度出發(fā)，從企業(yè)人員流失的一般規(guī)律以及其理論依據(jù)進行闡述，為后文的進一步論述提供理論基礎(chǔ)。最后，本文第選取了T公司作為典型案例進行研究，對其人力資源結(jié)構(gòu)以及存在的問題進行分析，并為公司未來人力資源管理模式提出建議。 通過以上研究本文得出以下結(jié)論：其一，T公司現(xiàn)階段面臨嚴重的人員流失問題，流失表現(xiàn)最嚴重的是一線員工。另外，車間基層管理人員和辦公室人員也出現(xiàn)了不同程度的流失現(xiàn)象。其二，通過調(diào)查，筆者總結(jié)了T公司人員流失的原因。總體來看，T公司人員流失的原因主要是企業(yè)因素導致，其次是社會因素。其三，無論公司的辦公室人員、一線員工還是車間管理人員，人員的流失不僅影響企業(yè)的生產(chǎn)流程，也使得企業(yè)士氣以及長期戰(zhàn)略上受到影響。其四，針對T公司人員流失現(xiàn)狀，筆者建議從招聘環(huán)節(jié)、培訓環(huán)節(jié)、薪酬福利環(huán)節(jié)以及企業(yè)文化四個角度入手，提升公司人力資源管理水平，以及對T公司實施留住人員、保證生產(chǎn)環(huán)節(jié)順利進行以及類似企業(yè)的人力資源管理水平的提升等方面具有參考意義。
[Abstract]:The 21st century is the era of knowledge economy, but also the era of technological economy. Competition based on products and prices has become a thing of the past, the era of competition for personnel has come. As a valuable resource, the value and function of personnel are paid more and more attention by enterprises. In particular, knowledge-intensive enterprises, the role of personnel more prominent. But at present, in human resources management, both front-line employees and technology-type, management-oriented personnel are very scarce. This makes many enterprises thirst for talent, so the struggle between enterprises is also continuing to be waged by the snatching of personnel. It is because of this that most enterprises are faced with a serious staff loss problem. Especially in the small and medium-sized manufacturing enterprises in the Yangtze River Delta, the staff loss has become a common problem, the large-scale loss of staff, the lack of loyalty to the enterprises, the low efficiency of work and so on has become one of the key reasons that hinder the development of the small and medium-sized enterprises in the Yangtze River Delta. In view of this, this paper starts from the background of enterprise human resource management, expounds the necessity and significance of alleviating the loss of enterprise personnel and retaining enterprise personnel, and summarizes the research results of scholars at home and abroad. Then from the theoretical point of view, from the general law of the loss of enterprise personnel and its theoretical basis to provide a theoretical basis for further discussion. Finally, this paper selects T Company as a typical case study, analyzes its human resource structure and existing problems, and puts forward some suggestions for the future human resource management model of the company. The main conclusions are as follows: firstly, T Company is faced with serious staff loss problem at present, and the most serious performance is front-line staff. In addition, shop floor management and office staff also appeared varying degrees of loss phenomenon. Second, through the investigation, the author summarizes the reason of T company personnel loss. Generally speaking, the main reason of staff turnover is enterprise factors, followed by social factors. Thirdly, the loss of staff not only affects the production process, but also affects the morale and long-term strategy of the company. Fourthly, in view of the current situation of T company's personnel turnover, the author suggests that from the aspects of recruitment, training, compensation and welfare, and corporate culture, we should improve the level of human resources management of the company and implement the retention of personnel in T Company. It is of great significance to ensure the smooth progress of production and the improvement of human resource management level of similar enterprises.
【學位授予單位】：蘇州大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F272.92;F416.7

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