淮南礦業(yè)集團(tuán)煤礦新生代員工離職現(xiàn)狀及對策研究
發(fā)布時(shí)間：2018-09-08 15:04
【摘要】：由于經(jīng)濟(jì)的快速進(jìn)展,企業(yè)中的工人選擇離職已經(jīng)越顯平常,20世紀(jì)八九十年代出生的這一批被稱之為“新生代”的員工都已經(jīng)慢慢步入職場中,并逐步進(jìn)入到企業(yè)一線的骨干隊(duì)伍。鑒于現(xiàn)在的時(shí)代特點(diǎn)以及員工本身的一些特點(diǎn),他們會經(jīng)常選擇離職,這種離職給企業(yè)所帶來損失往往是巨大的。經(jīng)調(diào)查,作為省內(nèi)發(fā)展速度最快、規(guī)模最大的集煤礦采用、銷售和研制等為一體的淮南礦業(yè)集團(tuán)股份有限公司,新生代員工離職問題也十分嚴(yán)重。 由于激烈的行業(yè)競爭,企業(yè)應(yīng)該通過人才的優(yōu)勝制度,確保一定的低頻率的人員流失,促進(jìn)企業(yè)內(nèi)部知識創(chuàng)新和保持企業(yè)活力。但是,高頻率的離職傾向是不正常的,也反映出企業(yè)內(nèi)部人力關(guān)系存在嚴(yán)重的矛盾和不和諧因素,員工離職率高、情緒波動大會導(dǎo)致企業(yè)內(nèi)部凝聚力下降,并且增加企業(yè)人力資源成本。調(diào)查顯示,淮南礦業(yè)集團(tuán)下屬煤礦員工的平均年離職率為12.5%,其中年齡在18—-30歲之間的員工年離職率高達(dá)28%,新生代員工中每年也有約20%的人具有離職傾向。企業(yè)在面臨員工如此高的離職率和離職傾向的情況下,想要很快的發(fā)展是很不容易的。首先,對于個(gè)人而言,經(jīng)常離職不利于職業(yè)生涯的發(fā)展和自身專業(yè)技術(shù)能力的提高。對于企業(yè)而言,新生代員工的離開,不僅給該企業(yè)造成了高額的人才培養(yǎng)、員工培訓(xùn)成本,還會使得企業(yè)其他員工士氣低落,影響工作效率。所以,根據(jù)相關(guān)已有的離職影響因素,結(jié)合煤礦企業(yè)新生代員工的自身特點(diǎn),找出導(dǎo)致其高離職率的主要因素,并針對性的提出相應(yīng)的建議,以減少新生代員工的離職率。以此為出發(fā)點(diǎn),本文系統(tǒng)性的對淮南礦業(yè)集團(tuán)新生代員工高離職現(xiàn)狀進(jìn)行調(diào)查研究,文章除緒論外,共分為四個(gè)部分： 第一部分進(jìn)行理論概述,系統(tǒng)地介紹了新生代員工的概念、離職概念、離職中常用的一些模型和一些國內(nèi)外對員工離職的已有研究,為本文研究淮南礦業(yè)集團(tuán)新生代員工的高離職現(xiàn)象做了理論準(zhǔn)備。 第二部分分析了淮南礦業(yè)集團(tuán)煤礦新生代員工的離職現(xiàn)狀以及離職的原因。首先簡單的介紹淮南礦業(yè)集團(tuán)概況以及近年來在該企業(yè)中出現(xiàn)的高離職率現(xiàn)象。隨后,針對新生代員工的高離率,本文通過問卷調(diào)查的方式向淮南礦業(yè)集團(tuán)的各個(gè)階層的離職員工進(jìn)行問卷調(diào)查,經(jīng)過統(tǒng)計(jì)分析得出影響淮南礦業(yè)集團(tuán)新生代員工如此高的離職率可以歸結(jié)為八個(gè)方面,依據(jù)這八個(gè)方面影響因子從企業(yè)外界因素、企業(yè)內(nèi)部因素以及職工個(gè)人因素三個(gè)方面對他們的離職現(xiàn)狀的進(jìn)行分析,概括總結(jié)出淮南礦業(yè)集團(tuán)煤礦新生代員工離職的真正原因。 第三部分是在第二部分對離職原因研究的基礎(chǔ)上,提出解決淮南礦業(yè)集團(tuán)煤礦新生代員工離職問題的相應(yīng)對策,具體從建立全面的人才發(fā)展體系、創(chuàng)建有效的激勵(lì)措施、構(gòu)建科學(xué)有效合理的薪酬福利體系、構(gòu)建有效的人才約束機(jī)制四個(gè)角度,全面有針對性的制定了一套控制新生代員工流失的對策。 第四部分則對該研究做了研究歸納和總結(jié),對后續(xù)的研究進(jìn)行展望。
[Abstract]:Because of the rapid economic development, it is becoming more and more common for workers in enterprises to choose to leave their jobs. The so-called "new generation" born in the 1980s and 1990s has gradually entered the workplace and gradually entered the backbone of the enterprise. In view of the characteristics of the times and some of the characteristics of employees themselves, they According to the survey, Huainan Mining Group Co., Ltd., which is the fastest developing and largest coal mine adopting, selling and researching, has a serious turnover problem for the new generation of employees.
Due to the fierce competition in the industry, enterprises should ensure a certain low-frequency turnover of personnel, promote knowledge innovation and maintain the vitality of the enterprise through the system of talent superiority. The survey shows that the average turnover rate of Huainan Mining Group's coal miners is 12.5%. The annual turnover rate of employees aged between 18 and 30 is as high as 28%. About 20% of the new generation of employees have turnover tendency every year. In the face of such a high turnover rate and turnover tendency of employees, it is not easy for the industry to develop quickly. First, for individuals, frequent turnover is not conducive to career development and their own professional and technical ability. Cultivation, staff training costs, will also make other employees of the enterprise morale depression, affecting work efficiency. Therefore, according to the relevant existing turnover factors, combined with the characteristics of the new generation of coal mine employees, find out the main factors leading to their high turnover rate, and put forward corresponding recommendations to reduce the turnover rate of new generation employees. Taking this as the starting point, this paper systematically investigates the current situation of high turnover of Huainan Mining Group's new generation employees. The article is divided into four parts except the introduction.
The first part is a theoretical overview, systematically introduces the concept of the new generation of employees, the concept of turnover, some commonly used models and some domestic and foreign research on employee turnover, which makes theoretical preparations for this paper to study the phenomenon of high turnover of the new generation of employees in Huainan Mining Group.
The second part analyzes the current situation of the turnover of the new generation employees in Huainan Mining Group and the reasons for their turnover. First, the general situation of Huainan Mining Group and the phenomenon of high turnover rate in recent years are briefly introduced. Then, in view of the high turnover rate of the new generation employees, this paper makes a questionnaire survey to Huainan Mining Group. Questionnaires were conducted among the employees of different strata. Statistical analysis showed that the high turnover rate of Huainan Mining Group can be attributed to eight factors. According to these eight factors, the progress of the employees'turnover status can be attributed to three aspects: external factors, internal factors and personal factors. This paper summarizes the real reasons for the new generation employees' leaving in Huainan Mining Group coal mine.
The third part is on the basis of the second part of the study of the reasons for the resignation, put forward the corresponding countermeasures to solve the problem of Huainan Mining Group coal mine new generation of staff turnover, specifically from the establishment of a comprehensive talent development system, the creation of effective incentives, the construction of a scientific and effective salary and welfare system, the construction of an effective talent restraint mechanism of four. At the same time, a comprehensive and targeted solution has been formulated for controlling the turnover of new generation employees.
In the fourth part, the research is summarized and summarized, and the future research is prospected.
【學(xué)位授予單位】：安徽大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272.92;F426.1
本文編號：2230868
[Abstract]:Because of the rapid economic development, it is becoming more and more common for workers in enterprises to choose to leave their jobs. The so-called "new generation" born in the 1980s and 1990s has gradually entered the workplace and gradually entered the backbone of the enterprise. In view of the characteristics of the times and some of the characteristics of employees themselves, they According to the survey, Huainan Mining Group Co., Ltd., which is the fastest developing and largest coal mine adopting, selling and researching, has a serious turnover problem for the new generation of employees.
Due to the fierce competition in the industry, enterprises should ensure a certain low-frequency turnover of personnel, promote knowledge innovation and maintain the vitality of the enterprise through the system of talent superiority. The survey shows that the average turnover rate of Huainan Mining Group's coal miners is 12.5%. The annual turnover rate of employees aged between 18 and 30 is as high as 28%. About 20% of the new generation of employees have turnover tendency every year. In the face of such a high turnover rate and turnover tendency of employees, it is not easy for the industry to develop quickly. First, for individuals, frequent turnover is not conducive to career development and their own professional and technical ability. Cultivation, staff training costs, will also make other employees of the enterprise morale depression, affecting work efficiency. Therefore, according to the relevant existing turnover factors, combined with the characteristics of the new generation of coal mine employees, find out the main factors leading to their high turnover rate, and put forward corresponding recommendations to reduce the turnover rate of new generation employees. Taking this as the starting point, this paper systematically investigates the current situation of high turnover of Huainan Mining Group's new generation employees. The article is divided into four parts except the introduction.
The first part is a theoretical overview, systematically introduces the concept of the new generation of employees, the concept of turnover, some commonly used models and some domestic and foreign research on employee turnover, which makes theoretical preparations for this paper to study the phenomenon of high turnover of the new generation of employees in Huainan Mining Group.
The second part analyzes the current situation of the turnover of the new generation employees in Huainan Mining Group and the reasons for their turnover. First, the general situation of Huainan Mining Group and the phenomenon of high turnover rate in recent years are briefly introduced. Then, in view of the high turnover rate of the new generation employees, this paper makes a questionnaire survey to Huainan Mining Group. Questionnaires were conducted among the employees of different strata. Statistical analysis showed that the high turnover rate of Huainan Mining Group can be attributed to eight factors. According to these eight factors, the progress of the employees'turnover status can be attributed to three aspects: external factors, internal factors and personal factors. This paper summarizes the real reasons for the new generation employees' leaving in Huainan Mining Group coal mine.
The third part is on the basis of the second part of the study of the reasons for the resignation, put forward the corresponding countermeasures to solve the problem of Huainan Mining Group coal mine new generation of staff turnover, specifically from the establishment of a comprehensive talent development system, the creation of effective incentives, the construction of a scientific and effective salary and welfare system, the construction of an effective talent restraint mechanism of four. At the same time, a comprehensive and targeted solution has been formulated for controlling the turnover of new generation employees.
In the fourth part, the research is summarized and summarized, and the future research is prospected.
【學(xué)位授予單位】：安徽大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272.92;F426.1
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，本文編號：2230868
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