本文選題：房地產(chǎn) + 員工流失　； 參考：《蘭州大學(xué)》2017年碩士論文

【摘要】：隨著經(jīng)濟增長率的持續(xù)下降,房地產(chǎn)行業(yè)相關(guān)政策的頻繁波動,人口結(jié)構(gòu)進入拐點,中國中長期住房需求增長將大幅減緩,房地產(chǎn)業(yè)的“黃金時代”已宣告結(jié)束。然而,行業(yè)要發(fā)展,企業(yè)要生存,所以在戰(zhàn)略、組織、財務(wù)、運營及人力資源等各方面的管理都將面臨著更嚴(yán)峻的考驗。事實上,新時期人力資源的價值已遠遠超過了物質(zhì)資源的價值,成為社會組織和企業(yè)的核心競爭力,成為社會經(jīng)濟和財富增長的源泉。本文正是從新時期房地產(chǎn)企業(yè)人力資源所面臨的困境和挑戰(zhàn)為出發(fā)點,開展了相關(guān)現(xiàn)狀分析與對策研究。本文主要采用文獻研究法、調(diào)查研究法和歸納演繹法,通過對公司的內(nèi)外部環(huán)境、發(fā)展?fàn)顩r以及管理現(xiàn)狀研究,分析了天譽房地產(chǎn)公司員工流失現(xiàn)狀,找出天譽房地產(chǎn)公司員工流失的主要影響因素,并進一步提出應(yīng)對策略。在具體研究過程中,作者首先對員工流失相關(guān)文獻和理論進行了研究,了解相關(guān)研究現(xiàn)狀及結(jié)果,并介紹了相關(guān)研究工具,分別有馬斯洛需求層次理論、普萊斯模型、赫茨伯格雙因素理論、中松義郎目標(biāo)一致理論以及蓋洛普Q12測評等,為接下來的研究奠定理論基礎(chǔ)。其次,通過對天譽房地產(chǎn)公司內(nèi)外部環(huán)境、發(fā)展?fàn)顩r、管理現(xiàn)狀分析,了解行業(yè)與企業(yè)各自面臨的人力資源管理困難和挑戰(zhàn)。然后,從歷年的員工流失率統(tǒng)計數(shù)據(jù)分析員工流失問題現(xiàn)狀,并通過問卷調(diào)查等方式,找出了天譽房地產(chǎn)公司員工流失問題的主要原因在于公司平臺小、發(fā)展速度較慢,內(nèi)部職位序列與晉升通道單一,組織與個體目標(biāo)方向不協(xié)調(diào),缺乏員工溝通反饋機制,員工整體工作滿足感較低等。最后,從優(yōu)化職位序列、建設(shè)梯隊人才庫、實施職位公開競聘和建立員工溝通反饋機制五個方面為天譽房地產(chǎn)公司員工流失問題提出了應(yīng)對策略和建議。本文的主要創(chuàng)新點在于結(jié)合作者自身管理實踐,對房地產(chǎn)行業(yè)的員工流失問題進行了深入研究和探討,給同行企業(yè)提供了借鑒。
[Abstract]:With the continuous decline of the economic growth rate, the frequent fluctuation of the related policies in the real estate industry, and the population structure entering the inflection point, the long-term housing demand growth in China will be slowed down substantially, and the "golden era" of the real estate industry has come to an end. However, the development of the industry, enterprises to survive, so in the strategic, organizational, financial, operational and human resources and other aspects of management will face a more severe test. In fact, the value of human resources in the new period has far exceeded the value of material resources, and has become the core competitiveness of social organizations and enterprises, and the source of social economy and wealth growth. This paper starts with the predicament and challenge of the human resources of real estate enterprises in the new period, and carries out the analysis of the current situation and the research of countermeasures. This article mainly uses the literature research method, the investigation research method and the induction deductive method, through the research to the company's internal and external environment, the development situation and the management present situation, has analyzed the Tianyu real estate company staff drain present situation, To find out the main influencing factors of employee turnover in Tianyu Real Estate Company, and further put forward the countermeasures. In the process of specific research, the author firstly studies the relevant literature and theory of employee turnover, understands the current situation and results of the relevant research, and introduces the relevant research tools, including Maslow's hierarchy of demand theory, Price model, etc. Herzberg's theory of two factors, the consistent theory of Matsushiro's goal and Gallup Q12 evaluation, etc., lay the theoretical foundation for the following research. Secondly, through the analysis of the internal and external environment, development situation and management status of Tianyu Real Estate Company, we can understand the difficulties and challenges of human resource management faced by industry and enterprise. Then, from the statistical data of employee turnover rate over the years, this paper analyzes the current situation of employee turnover problem, and finds out the main reasons of employee turnover problem in Tianyu Real Estate Company by means of questionnaire, such as small platform and slow development speed. The internal position sequence is single with the promotion channel, the organization and the individual goal direction is not coordinated, lacks the staff communication feedback mechanism, the staff overall work satisfaction is lower and so on. Finally, from the optimization of position sequence, the construction of echelon talent pool, the implementation of open competition for positions and the establishment of staff communication and feedback mechanism, this paper puts forward some countermeasures and suggestions for the turnover of employees in Tianyu Real Estate Company. The main innovation of this paper is to combine with the author's own management practice, to study and discuss the problem of employee turnover in real estate industry, and to provide reference for peer enterprises.
【學(xué)位授予單位】：蘭州大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F299.233.4;F272.92

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本文編號：1951543