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  本文關(guān)鍵詞： 地面服務(wù)人員 離職 員工管理　出處：《大連理工大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：隨著我國航空業(yè)的不斷發(fā)展以及我國居民生活水平的不斷提高,飛機這種交通方式受到了越來越多人的青睞。目前我國的航空企業(yè)有10余家之多,每個企業(yè)都希望在國內(nèi)市場中占有更多的旅客份額,取得更好的效益,因此日益激烈的競爭迫使各家航空公司不斷的開拓創(chuàng)新、尋找特色、樹立品牌,留住并吸引更多的客戶。 SZ航空公司位于美麗的海濱城市深圳,是—家以“服務(wù)”為特色的航空公司。公司的文化是“任何時候,自然體貼”,公司品牌形象是“領(lǐng)先的服務(wù)水平”。人們一說到飛機,更多想到的是空中服務(wù),其實航空服務(wù)分為空中服務(wù)和地面服務(wù)兩部分,除空中服務(wù)外,地面服務(wù)的質(zhì)量也直接影響到公司的整體服務(wù)口碑。 旅客對服務(wù)評價的好壞主要取決于乘坐飛機過程中體驗到的服務(wù)感受,是一種人的主觀感知,優(yōu)質(zhì)的服務(wù)需要服務(wù)人員用心對待被服務(wù)對象,在服務(wù)中投入情感,因此地面服務(wù)員工的敬業(yè)度和員工的穩(wěn)定性顯得十分重要。如果人員流動性大,不斷有員工離職,又不斷招聘新員工,從服務(wù)角度來說將影響員工的敬業(yè)度,影響公司的服務(wù)質(zhì)量,導(dǎo)致旅客滿意度下降；從公司人員管理角度來說,將增加企業(yè)的招聘成本和培訓(xùn)成本。因此,要提高公司的品牌形象、加強公司的競爭能力,必須有一個團結(jié)、穩(wěn)定的員工隊伍,只有員工樂于在企業(yè)工作,并把快樂投射到工作中去,把旅客當(dāng)作自己的家人、朋友,才能給旅客帶去好的服務(wù)感知。 本文從SZ公司地面服務(wù)部三個離職員工的案例入手,結(jié)合公司自身的特點,提出問題,并通過激勵理論、溝通理論、職業(yè)規(guī)劃理論、薪酬理論等深入分析員工離職的原因,并對原因提出解決方案,希望能幫助SZ公司地面服務(wù)部解決員工流失率高的問題。
[Abstract]:With the continuous development of the aviation industry and the improvement of the living standard of the residents in our country, the transportation mode of aircraft has been favored by more and more people. At present, there are more than 10 aviation enterprises in our country. Every enterprise wants to occupy more passenger share in the domestic market and obtain better benefits. Therefore, the increasingly fierce competition forces airlines to constantly open up and innovate, look for characteristics, set up brands, retain and attract more customers. SZ Airlines, located in the beautiful seaside city of Shenzhen, is a "service" airline. The company's culture is "anytime, naturally considerate," and the brand image of the company is "the leading service level." In fact, air service is divided into two parts: air service and ground service. Besides air service, the quality of ground service has a direct impact on the company's overall service reputation. The quality of passenger service evaluation mainly depends on the experience of service experience in the process of flying, it is a kind of subjective perception of human beings. High quality service requires service personnel to treat the service object attentively and put emotion into the service. Therefore, the engagement and stability of ground service staff is very important. If there is a lot of staff mobility, staff leaving, and recruiting new employees, it will affect employee engagement from a service point of view. From the perspective of company personnel management, it will increase the cost of recruitment and training. Therefore, it is necessary to improve the company's brand image and enhance its competitiveness. There must be a United and stable workforce. Only when employees are willing to work in the enterprise and project happiness to work can they bring good service perception to tourists as their own family and friends. This paper starts with the case of three employees in the ground service department of SZ Company, combines the characteristics of the company, puts forward the problem, and analyzes the reasons of employee leaving through incentive theory, communication theory, career planning theory, salary theory, etc. And the cause of the solution, hoping to help SZ company ground service to solve the problem of high turnover rate.
【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】：2014
【分類號】：F272.92;F562.6

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