本文選題：研發(fā)人才　切入點(diǎn)：人才流失　出處：《山東理工大學(xué)》2016年碩士論文　論文類型：學(xué)位論文

【摘要】：人力資本是企業(yè)各項(xiàng)資本中最重要的一項(xiàng),其具有流動(dòng)頻率高、預(yù)判難度大、影響范圍廣等特點(diǎn),一旦企業(yè)出現(xiàn)突發(fā)人才流失問題,將使企業(yè)面臨重大的困境,甚至危機(jī)。在HJT公司研發(fā)人才占很大的比例,研發(fā)人才的流動(dòng)頻率與趨勢(shì),對(duì)企業(yè)的發(fā)展創(chuàng)新與效益增長(zhǎng)都有顯著的影響,從2011年至2014年HJT公司研發(fā)人才的年流失率長(zhǎng)期維持在10%以上,呈居高不下的趨勢(shì)。現(xiàn)代科技企業(yè)較大程度上依賴于具有創(chuàng)新精神和能力的研發(fā)人才,隨著市場(chǎng)競(jìng)爭(zhēng)的加劇,企業(yè)對(duì)研發(fā)人才的招聘、培養(yǎng)愈加困難,成本增加,如果出現(xiàn)研發(fā)人才的大量流失,將會(huì)極大的影響企業(yè)正常經(jīng)營和發(fā)展。HJT公司最近幾年研發(fā)人才的重置成本大幅增加,大量人才跳槽去薪酬更高的企業(yè),使得在職的研發(fā)人才心情浮躁,不能安心工作,同時(shí)降低了公司的研發(fā)能力和項(xiàng)目的推進(jìn)速度,過高的人才流失率,也降低了企業(yè)的聲譽(yù),不利于企業(yè)吸引優(yōu)秀研發(fā)人才加盟。如何使研發(fā)人才留在企業(yè),特別是留住核心研發(fā)人才,使企業(yè)保持良好的研發(fā)人才結(jié)構(gòu),將成為企業(yè)重要的戰(zhàn)略問題。本文以HJT公司為研究對(duì)象,針對(duì)研發(fā)人才流失率居高不下的問題,用人才流失理論的知識(shí)建立模型,分析其人才結(jié)構(gòu),對(duì)其研發(fā)人才的近4年離職數(shù)據(jù)進(jìn)行歸納統(tǒng)計(jì),系統(tǒng)分析其研發(fā)人才的流失狀況以及對(duì)公司造成的不良影響,通過設(shè)計(jì)調(diào)查問卷,取得進(jìn)行主成份分析的調(diào)查數(shù)據(jù),建立模型后,采用SPSS20.0對(duì)問卷調(diào)查數(shù)據(jù)進(jìn)行效度和信度檢驗(yàn),數(shù)據(jù)通過檢驗(yàn)后進(jìn)行主成份分析。歸納出影響研發(fā)人才流失的因素有:職業(yè)生涯發(fā)展、薪酬待遇、工作環(huán)境、培訓(xùn)學(xué)習(xí)和企業(yè)文化五個(gè)方面,構(gòu)建研發(fā)人才流失影響因素模型,將該公司研發(fā)人才流失問題的深層次原因總結(jié)為:職業(yè)發(fā)展空間較小、薪酬缺乏競(jìng)爭(zhēng)力、工作環(huán)境差、系統(tǒng)的培訓(xùn)機(jī)會(huì)很少和企業(yè)文化的認(rèn)同度較低五個(gè)方面。在上述研究基礎(chǔ)之上,依據(jù)研發(fā)人才流失影響因素模型,分析研發(fā)人才的意愿,查找流失的原因,深入了解使他們產(chǎn)生離職行為的機(jī)理,結(jié)合筆者的理論知識(shí)、工作經(jīng)驗(yàn),針對(duì)性地提出解決HJT公司研發(fā)人才高流失率問題的對(duì)策和建議:拓寬研發(fā)人才的職業(yè)發(fā)展空間、增強(qiáng)薪酬體系的競(jìng)爭(zhēng)力、構(gòu)建輕松的工作環(huán)境、增加學(xué)習(xí)培訓(xùn)機(jī)制、創(chuàng)新企業(yè)文化建設(shè)。希望本文能為HJT公司及同類企業(yè)解決人才流失問題提供一定的參考和借鑒作用。
[Abstract]:Human capital is the most important one in all kinds of capital of an enterprise. It has the characteristics of high flow frequency, great difficulty in pre-judgment and wide range of influence. Once the enterprise appears the problem of brain drain, it will make the enterprise face great difficulties. Even crisis. In HJT Company, R & D talents account for a large proportion. The frequency and trend of R & D talents flow have a significant impact on the development, innovation and benefit growth of enterprises. From 2011 to 2014, the annual turnover rate of R & D talents in HJT Company has been maintained at more than 10% for a long time, showing a high trend. Modern science and technology enterprises depend on R & D talents with innovative spirit and ability to a large extent, as the market competition intensifies. The recruitment of R & D personnel in enterprises is becoming more difficult and the cost is increasing. If a large number of R & D talents are lost, it will greatly affect the normal operation and development of enterprises. The replacement cost of R & D talents of HJT Company in recent years has increased substantially. A large number of talented people have switched jobs to enterprises with higher salaries, which makes the on-the-job R & D talents feel impetuous and unable to work at ease. At the same time, it reduces the company's R & D capability and the speed of project advancement, the excessive rate of talent wastage, and also reduces the reputation of the enterprises. It is not good for enterprises to attract excellent R & D talents. How to keep R & D talents in enterprises, especially core R & D talents, so that enterprises can maintain a good structure of R & D talents, This paper takes HJT Company as the research object, aiming at the problem of high turnover rate of R & D talents, establishes a model with the knowledge of brain drain theory, and analyzes its talent structure. The data of its R & D talent turnover in the past four years are summarized and statistics, and the loss of R & D talents and its adverse effects on the company are systematically analyzed, and the survey data of principal component analysis are obtained by designing a questionnaire. After the establishment of the model, the validity and reliability of the questionnaire data were tested by SPSS20.0, and the principal component analysis was carried out after the data passed the test. The factors affecting the brain drain of R & D were summarized as follows: career development, salary, working environment, etc. In the five aspects of training and learning and corporate culture, this paper constructs a model of influencing factors of R & D brain drain, and summarizes the deep-seated reasons of R & D brain drain in this company: small career development space, lack of competitiveness of salary, poor working environment. On the basis of the above research, according to the model of influencing factors of R & D brain drain, the author analyzes the willingness of R & D talents and finds out the reasons for the loss. Deeply understand the mechanism that causes them to leave their jobs, combining with the author's theoretical knowledge and work experience, put forward the countermeasures and suggestions to solve the problem of high turnover rate of R & D talents in HJT Company: broaden the career development space of R & D talents. It is hoped that this paper can provide some reference and reference for HJT and similar enterprises to solve the problem of brain drain in order to enhance the competitiveness of salary system, build a relaxed working environment, increase learning and training mechanism, and innovate the construction of corporate culture.
【學(xué)位授予單位】：山東理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2016
【分類號(hào)】：F272.92;F426.6

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