本文選題：心理契約 + 核心營銷員工��； 參考：《西北工業(yè)大學(xué)》2015年碩士論文

【摘要】：現(xiàn)代企業(yè)之間的競爭核心是人才的競爭,如何有效留住人才,留住核心員工,是企業(yè)人力資源管理的關(guān)鍵問題,也是企業(yè)的核心競爭力。ABB公司在中國的發(fā)展和投資日益增長,但隨著行業(yè)競爭加劇和人力成本的不斷攀升,公司內(nèi)部的核心營銷人員主動流失問題日益顯著。本文正是在這樣的背景下,探尋ABB核心營銷員工主動流失的影響因素,并提出了有針對性的管理對策。本文的主要研究成果和結(jié)論如下:1、在對員工流失、核心營銷員工以及心理契約的相關(guān)理論進(jìn)行系統(tǒng)分析和梳理的基礎(chǔ)之上,以組織對員工的心理契約違背導(dǎo)致員工主動流失這一基本邏輯為主線,結(jié)合ABB公司與中國本土化情境,選擇了三維結(jié)構(gòu)說作為概念框架,建立了包括交易型、關(guān)系型與團(tuán)隊(duì)型因子的三維結(jié)構(gòu)假設(shè)模型。2、采用訪談法定性分析了三類因子對ABB核心營銷員工主動流失的影響;采用問卷調(diào)查法,定量分析了各亞因子對ABB核心營銷員工主動流失的影響程度以及相關(guān)性,并將各亞因子對員工主動流失的影響關(guān)系進(jìn)行排序,從而對上述假設(shè)模型進(jìn)行了驗(yàn)證。3、基于組織資源有限假設(shè),借鑒分類理論,設(shè)計了“重要度—滿意度”綜合評判矩陣,并將上述各亞因子在此二維度上進(jìn)行定位,從而確定了應(yīng)對核心營銷員工主動流失的決策優(yōu)先級,提出了標(biāo)本兼治,以標(biāo)為始的應(yīng)對原則,從工作團(tuán)隊(duì)氛圍建設(shè)、激勵機(jī)制建設(shè)、成長通道規(guī)劃、企業(yè)文化建設(shè)與長期合作伙伴關(guān)系建設(shè)幾個方面探討了避免ABB公司的核心營銷員工主動流失的應(yīng)對措施。
[Abstract]:The core of competition among modern enterprises is the competition of talents. How to effectively retain talents and retain core staff is the key issue in the management of human resources of enterprises. It is also the core competitiveness of enterprises. ABB's development and investment in China is increasing day by day. However, with the intensification of competition in the industry and the rising of labor costs, the problem of active loss of core marketing personnel in the company is becoming more and more obvious. In this context, this paper explores the factors that affect the active turnover of ABB core marketing staff, and puts forward targeted management countermeasures. The main research results and conclusions of this paper are as follows: 1, on the basis of systematic analysis and combing of the related theories of employee turnover, core marketing staff and psychological contract, Based on the basic logic that organization's psychological contract violation leads to employee's active loss, combined with ABB company and Chinese localization situation, this paper chooses three-dimensional structure theory as the conceptual framework, and establishes the transactional model. Using the interview method to analyze the influence of the three kinds of factors on the active loss of the core marketing staff of ABB. Quantitative analysis of the impact of each subfactor on the ABB core marketing staff active loss and the correlation, and each sub-factor on the employee active loss of the influence relationship is ranked. Based on the hypothesis of limited organization resources and using the classification theory for reference, the comprehensive evaluation matrix of "importance and satisfaction" is designed, and the above sub-factors are positioned on this two-dimensional degree. Therefore, it determines the decision priority to deal with the active loss of core marketing staff, and puts forward the coping principle of dealing with both the root and the root, starting with the standard, from the work team atmosphere construction, the incentive mechanism construction, the growth path planning, the work team atmosphere construction, the incentive mechanism construction, the growth path planning, This paper discusses the countermeasures to avoid the active turnover of the core marketing staff of ABB Company in several aspects of the construction of corporate culture and long-term cooperative partnership.
【學(xué)位授予單位】：西北工業(yè)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F272.92;F416.6

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本文編號：1780376