A公司大陸員工流失問題對策研究
發(fā)布時間：2019-07-08 12:55
【摘要】：自20世紀80年代以來,隨著大陸經(jīng)濟的崛起及海峽兩岸關系的和平穩(wěn)定發(fā)展,頗多臺資企業(yè)看中了大陸這一龐大的消費市場,接踵而至,投資、創(chuàng)業(yè)。2002年,繼大陸取代美國成為臺灣最大的出口市場和最高出口依賴度地區(qū)之后,臺商投資步伐日益加快。截至2013年7月底,大陸累計批準臺灣投資項目89166個,實際使用臺資達584.7億美元。 市場的競爭最終是人才的競爭,誰擁有人才,誰就能在市場競爭中擁有絕對優(yōu)勢。臺資企業(yè)要想在大陸實現(xiàn)可持續(xù)發(fā)展,就必須實現(xiàn)員工的本土化。然而,由于大陸和臺灣地區(qū)政治體制、經(jīng)濟制度以及居民思想觀念等方面的差異,致使眾多在臺資企業(yè)工作的大陸籍員工對企業(yè)的管理適應性欠缺,最終選擇離職。 本文就以A公司這樣一家臺資企業(yè)為例,就其大陸籍員工流失問題展開研究。第一章,研究者簡要闡述了本篇論文的研究背景,進而推導出本文的研究思路和研究框架；第二章,研究者針對人員流失這一研究主題,將學術界前輩的相關理論進行了整理以做回顧。主要包括國內外員工流失的相關理論回顧、臺資企業(yè)大陸員工管理相關文章綜述以及臺資企業(yè)大陸員工工作適應性相關研究成果的整理。第三章,研究者以A臺資公司離職率最高的企劃部員工為研究范例,通過離職傾向調查和員工訪談的方式,對比臺灣籍員工和大陸籍員工的問卷結果,得出大陸籍員工較臺籍員工更具離職傾向的結論；第四章,研究者針對第三章A公司企劃部大陸員工離職傾向調研的結果,進行歸納、提煉和升華,分別從宏觀產業(yè)及政策、企業(yè)管理與運營、員工素質與心理三個層面,總結出A公司大陸員工流失的主要成因。主要集中于大陸與臺灣的政策差異對擇業(yè)的影響,企業(yè)薪酬體系和晉升通道有待完善,大陸籍與臺灣籍員工價值觀的差異等；第五章,研究者針對第四章所得出的流失原因,分別從加強臺籍管理者與大陸員工有效溝通,建立有效的人才招聘與選拔體系,創(chuàng)建公平合理的薪酬與激勵體制,重視大陸員工職業(yè)生涯規(guī)劃,合理規(guī)避行業(yè)內人才爭搶等維度,提出了應對的策略,并簡要闡明了對策的有效性；第六章為總結與展望。 各個臺資企業(yè)所處的行業(yè)和環(huán)境的不同,大陸員工流失的程度又有所不同,但究其本質還是有其共性,希望本文對各行業(yè)臺資企業(yè)的大陸員工流失問題研究提供借鑒。
[Abstract]:Since the 1980s, with the rise of the mainland economy and the peaceful and stable development of cross-strait relations, many Taiwan-funded enterprises have attracted attention to the huge consumer market of the mainland, followed by investment and entrepreneurship. In 2002, after the mainland overtook the United States as Taiwan's largest export market and the highest export-dependent region, the pace of investment by Taiwan businessmen accelerated day by day. By the end of July 2013, the mainland had approved a total of 89166 Taiwan investment projects, with actual use of Taiwan capital of US $58.47 billion. The market competition is finally the talent competition, who has the talent, who can have the absolute advantage in the market competition. If Taiwan-funded enterprises want to achieve sustainable development in the mainland, they must realize the localization of their employees. However, due to the differences in the political system, economic system and residents' ideas between the mainland and Taiwan, many mainland employees working in Taiwan-funded enterprises lack of adaptability to the management of the enterprises, and finally choose to leave. Taking A company as an example, this paper studies the loss of mainland employees. In the first chapter, the researcher briefly expounds the research background of this paper, and then deduces the research ideas and research framework of this paper. In the second chapter, the researchers collate the relevant theories of the academic elders to review the research topic of personnel turnover. It mainly includes the review of the relevant theories of employee turnover at home and abroad, the review of the relevant articles on mainland employee management in Taiwan-funded enterprises and the collation of the relevant research results on the work adaptability of mainland employees in Taiwan-funded enterprises. In the third chapter, the researcher takes the employees of the planning department with the highest turnover rate as the research example, compares the questionnaire results of Taiwan employees and mainland employees by means of turnover intention survey and employee interview, and draws the conclusion that mainland employees have more turnover intention than Taiwanese employees. In the fourth chapter, according to the results of the investigation on the turnover intention of mainland employees in the planning department of Company A, the researchers summarize, refine and sublimate the main causes of employee turnover in mainland China from three aspects: macro industry and policy, enterprise management and operation, employee quality and psychology. It mainly focuses on the influence of the policy differences between the mainland and Taiwan on career selection, the salary system and promotion channels of enterprises need to be improved, and the differences in the values of employees from mainland and Taiwan, and so on. In the fifth chapter, according to the causes of the loss in the fourth chapter, the researchers put forward the countermeasures from strengthening the effective communication between Taiwanese managers and mainland employees, establishing an effective talent recruitment and selection system, creating a fair and reasonable salary and incentive system, paying attention to the career planning of mainland employees, reasonably circumventing the competition for talents in the industry, and briefly expounding the effectiveness of the countermeasures. The industry and environment of each Taiwan-funded enterprise are different, and the degree of employee turnover in the mainland is different, but its essence still has its commonness. I hope this paper can be used for reference for the study of the mainland employee turnover of Taiwan-funded enterprises in various industries.
【學位授予單位】：華東師范大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F426.82;F272.92
本文編號：2511599
[Abstract]:Since the 1980s, with the rise of the mainland economy and the peaceful and stable development of cross-strait relations, many Taiwan-funded enterprises have attracted attention to the huge consumer market of the mainland, followed by investment and entrepreneurship. In 2002, after the mainland overtook the United States as Taiwan's largest export market and the highest export-dependent region, the pace of investment by Taiwan businessmen accelerated day by day. By the end of July 2013, the mainland had approved a total of 89166 Taiwan investment projects, with actual use of Taiwan capital of US $58.47 billion. The market competition is finally the talent competition, who has the talent, who can have the absolute advantage in the market competition. If Taiwan-funded enterprises want to achieve sustainable development in the mainland, they must realize the localization of their employees. However, due to the differences in the political system, economic system and residents' ideas between the mainland and Taiwan, many mainland employees working in Taiwan-funded enterprises lack of adaptability to the management of the enterprises, and finally choose to leave. Taking A company as an example, this paper studies the loss of mainland employees. In the first chapter, the researcher briefly expounds the research background of this paper, and then deduces the research ideas and research framework of this paper. In the second chapter, the researchers collate the relevant theories of the academic elders to review the research topic of personnel turnover. It mainly includes the review of the relevant theories of employee turnover at home and abroad, the review of the relevant articles on mainland employee management in Taiwan-funded enterprises and the collation of the relevant research results on the work adaptability of mainland employees in Taiwan-funded enterprises. In the third chapter, the researcher takes the employees of the planning department with the highest turnover rate as the research example, compares the questionnaire results of Taiwan employees and mainland employees by means of turnover intention survey and employee interview, and draws the conclusion that mainland employees have more turnover intention than Taiwanese employees. In the fourth chapter, according to the results of the investigation on the turnover intention of mainland employees in the planning department of Company A, the researchers summarize, refine and sublimate the main causes of employee turnover in mainland China from three aspects: macro industry and policy, enterprise management and operation, employee quality and psychology. It mainly focuses on the influence of the policy differences between the mainland and Taiwan on career selection, the salary system and promotion channels of enterprises need to be improved, and the differences in the values of employees from mainland and Taiwan, and so on. In the fifth chapter, according to the causes of the loss in the fourth chapter, the researchers put forward the countermeasures from strengthening the effective communication between Taiwanese managers and mainland employees, establishing an effective talent recruitment and selection system, creating a fair and reasonable salary and incentive system, paying attention to the career planning of mainland employees, reasonably circumventing the competition for talents in the industry, and briefly expounding the effectiveness of the countermeasures. The industry and environment of each Taiwan-funded enterprise are different, and the degree of employee turnover in the mainland is different, but its essence still has its commonness. I hope this paper can be used for reference for the study of the mainland employee turnover of Taiwan-funded enterprises in various industries.
【學位授予單位】：華東師范大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F426.82;F272.92
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