本文選題：M航空公司 + 客艙乘務(wù)員��； 參考：《西南財(cái)經(jīng)大學(xué)》2013年碩士論文

【摘要】：隨著中國民航事業(yè)的飛速發(fā)展,航空公司對客艙乘務(wù)員的需求量越來越大。然而,客艙乘務(wù)員的流失已經(jīng)成為航空公司人力資源管理中的普遍現(xiàn)象。怎樣使客艙乘務(wù)員的流失率控制在一個(gè)合理的范圍內(nèi),是航空公司管理者面臨的一個(gè)嚴(yán)峻挑戰(zhàn)。 本文以M航空公司為研究對象,從不同的角度對該公司客艙乘務(wù)員的流失原因進(jìn)行了較為詳細(xì)的分析。從環(huán)境的角度分析,經(jīng)濟(jì)和信息技術(shù)的發(fā)展、經(jīng)濟(jì)全球化、就業(yè)觀念的轉(zhuǎn)變等都是造成客艙乘務(wù)員流失的原因；從組織的角度分析,人事派遣的用工制度、單一的職業(yè)發(fā)展通道、不合理的薪酬福利、巨大的工作壓力、公司不夠重視等也是造成客艙乘務(wù)員流失的原因；從客艙乘務(wù)員自身的角度分析,則有過高的期望值、自身素質(zhì)及興趣與崗位不匹配、欠佳的心理健康狀況、工作與生活不能兼顧等因素。 本文指出,客艙乘務(wù)員的流失會(huì)給航空公司帶來一系列的影響,包括正面影響和負(fù)面影響。航空公司對客艙乘務(wù)員進(jìn)行人力資源管理的目標(biāo)并不是使流失率為零,而是使其流失率控制在一個(gè)合理的范圍內(nèi),留住優(yōu)秀員工淘汰不合格的員工,從而提高企業(yè)的競爭力。 本文著重從M航空公司的角度對如何減少客艙乘務(wù)員的流失進(jìn)行了對策研究。本文認(rèn)為M航空公司解決客艙乘務(wù)員流失的對策主要有：暢通勞動(dòng)關(guān)系轉(zhuǎn)換渠道、合理進(jìn)行人力資源規(guī)劃與招聘、繪制全面的學(xué)習(xí)地圖、科學(xué)制定人性化的工作排班、努力建設(shè)以人為本的企業(yè)文化、構(gòu)建公平合理的激勵(lì)機(jī)制等。 目前我國對客艙乘務(wù)員流失現(xiàn)象進(jìn)行研究的文獻(xiàn)還不多,筆者希望通過對M航空公司的研究分析,能夠給國內(nèi)的民用航空企業(yè)在控制客艙乘務(wù)員流失率方面帶來一點(diǎn)啟示和幫助,使客艙乘務(wù)員與航空公司的利益和目標(biāo)相匹配,實(shí)現(xiàn)雙方的共同發(fā)展。
[Abstract]:With the rapid development of China's civil aviation industry, airlines are in increasing demand for cabin attendants. However, the loss of cabin crew has become a common phenomenon in airline human resources management. How to control the loss rate of cabin crew within a reasonable range is a serious challenge to airline managers. In this paper, M Airlines is taken as the research object, and the reasons for the loss of cabin crew of M Airlines are analyzed in detail from different angles. From the point of view of environment, the development of economy and information technology, the globalization of economy and the change of employment concept are all the reasons for the loss of cabin attendants. A single career development channel, unreasonable salary and benefits, enormous work pressure, insufficient attention from the company and so on are also the reasons for the loss of cabin attendants. From the perspective of the cabin attendants themselves, there are too high expectations. Their own quality and interest do not match with the post, poor mental health, work and life can not be taken into account. This paper points out that the loss of cabin crew will have a series of effects on airlines, both positive and negative. The goal of human resource management for cabin flight attendants is not to make the wastage rate zero, but to control the wastage rate within a reasonable range, to retain the excellent staff and eliminate the unqualified employees, thus to improve the competitiveness of the enterprise. This paper focuses on how to reduce the loss of cabin crew from M Airlines. This paper holds that the countermeasures of M Airlines to solve the loss of cabin flight attendants are: unblocked labor relations conversion channels, reasonable planning and recruitment of human resources, drawing comprehensive study maps, scientifically establishing humanized work schedules, Strive to build a people-oriented corporate culture, and build a fair and reasonable incentive mechanism. At present, there is not much literature on the loss of cabin crew in our country. The author hopes to study and analyze M Airlines. It can bring some enlightenment and help to the domestic civil aviation enterprises in controlling the loss rate of cabin flight attendants, so as to match the interests and objectives of the cabin flight attendants and airlines, and realize the common development of both sides.
【學(xué)位授予單位】：西南財(cái)經(jīng)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F562.6;F272.92

【參考文獻(xiàn)】

相關(guān)期刊論文 前1條

1 劉暉;我國民航空中乘務(wù)人才對策研究[J];航空科學(xué)技術(shù);2001年02期

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本文編號：1923707