本文關(guān)鍵詞：A公司體制變革背景下員工離職問(wèn)題研究　出處：《昆明理工大學(xué)》2017年碩士論文　論文類(lèi)型：學(xué)位論文

  更多相關(guān)文章： 體制變革 離職 組織承諾

【摘要】：A公司是一家環(huán)保公司,成立于1997年,主要從事工業(yè)廢水和生活垃圾的處理,經(jīng)過(guò)數(shù)十年的發(fā)展,公司初具規(guī)模。伴隨國(guó)內(nèi)外經(jīng)濟(jì)形勢(shì)的變化,為了在競(jìng)爭(zhēng)中獲取主動(dòng),公司進(jìn)行了體制變革,主要措施有(1)調(diào)整組織結(jié)構(gòu),激發(fā)公司活力;(2)實(shí)施員工與職位匹配;(3)建立完善的個(gè)人績(jī)效考核制度,實(shí)施變革舉措后,公司的離職率由13%上升至14%,總離職率變化不大,但是各部門(mén)員工的離職率相差較大,如財(cái)務(wù)部和人力資源部門(mén)離職率總和增長(zhǎng)了 10.0%,生產(chǎn)技術(shù)部門(mén)的離職率反而降低了7.0%,由于行業(yè)特性,留下豐富經(jīng)驗(yàn)的人才,應(yīng)對(duì)經(jīng)濟(jì)形勢(shì)的變化,顯得彌足珍貴。本文通過(guò)調(diào)研,找出了公司基層及中層員工離職的原因,這兩類(lèi)群體的離職原因不盡相同。基層員工離職的主要原因有:第一、對(duì)知識(shí)和技能有著提升需求,公司忽略了這一方面;第二、公司從事環(huán)保行業(yè),員工迫切的想要提升工作環(huán)境的品質(zhì);第三、基層員工自身屬于更加注重短期的獲得,原有績(jī)效制度落實(shí)未到位。中高層員工離職的主要原因是:第一、無(wú)及時(shí)有效的溝通,感覺(jué)自己被輕視;第二、缺乏對(duì)公司進(jìn)行體制變革卻反信心,不確定在這樣的變革下能否取得成功;第三、變革使得自身原有的利益受損,卻無(wú)相應(yīng)的保障措施。弄清A公司員工離職原因后,本文從企業(yè)與個(gè)人層面制定了離職應(yīng)對(duì)策略。從企業(yè)層面角度,有如下舉措:第一、在全公司樹(shù)立變革的文化,將這種文化傳遞至每一位員工;第二、進(jìn)行專(zhuān)業(yè)的職業(yè)生涯輔導(dǎo);第三、建立離職預(yù)防機(jī)制;第四、落實(shí)制定的績(jī)效管理制度;第五、額外的福利津貼制度。從個(gè)人層面角度,針對(duì)基層員工的離職應(yīng)對(duì)舉措有提供專(zhuān)業(yè)知識(shí)與技能培訓(xùn)以及基礎(chǔ)知識(shí)培訓(xùn);針對(duì)中高層的政策有:變革中更加注意信息溝通,注重中高層員工感受,其次讓員工參與變革、重視組織承諾。在撰寫(xiě)本文過(guò)程中,針對(duì)員工離職原因進(jìn)行調(diào)查時(shí),以職位為標(biāo)準(zhǔn),細(xì)分員工離職原因,從而找出哪一部分群體是因?yàn)轶w制變革而離職的群體,是什么樣的變革因素造成的離職,制定出有針對(duì)性的措施。同時(shí),也發(fā)現(xiàn)了因非變革因素離職的員工,制定出合適的措施,所以本文在對(duì)進(jìn)行變革的企業(yè),如何留住人才具有現(xiàn)實(shí)借鑒意義。
[Abstract]:Company A is an environmental protection company, founded in 1997, mainly engaged in the treatment of industrial wastewater and domestic waste, after decades of development, the company has begun to take shape. With the changes of economic situation at home and abroad. In order to obtain the initiative in the competition, the company has carried on the system reform, the main measure is: 1) adjust the organization structure, stimulate the company vigor; (2) implement employee and position matching; After implementing the reform measures, the turnover rate of the company rose from 13% to 14, and the total turnover rate did not change much, but the turnover rate of the employees in various departments varied greatly. 3) establishing a perfect personal performance appraisal system, and implementing the reform measures, the turnover rate of the company rose from 13% to 14, with little change in the total turnover rate. For example, the total turnover rate of finance and human resources departments increased by 10.0, while the turnover rate of production and technology departments decreased by 7.0. due to the characteristics of the industry, rich experienced talents were left behind. To cope with the changes in the economic situation, it is very valuable. Through research, this paper finds out the reasons for the turnover of grass-roots and middle-level employees of the company. The main reasons for the turnover of grass-roots employees are as follows: first, there is a need for improving knowledge and skills, and the company has neglected this aspect; Second, the company is engaged in environmental protection industry, employees are eager to improve the quality of the working environment; Third, grass-roots employees themselves pay more attention to short-term access, the original performance system has not been implemented in place. The main reasons for the middle and senior level staff to leave their jobs are: first, without timely and effective communication, feel that they have been despised; Second, the lack of institutional change in the company but anti-confidence, uncertain in such a change under the success; Third, the changes make their original interests damaged, but there are no corresponding safeguards. After understanding the reasons for the departure of employees in Company A. this paper formulates the exit strategy from the enterprise and individual levels. From the corporate perspective. There are the following initiatives: first, establish a culture of change throughout the company, this culture to each employee; Second, professional career counseling; Third, to establish the mechanism of separation prevention; 4th, the implementation of the performance management system; 5th, additional benefit allowance system. From the individual level, the exit response measures for grass-roots employees include providing professional knowledge and skills training as well as basic knowledge training; The policies are: pay more attention to the communication of information, pay attention to the feelings of the employees, then let the staff participate in the change, attach importance to organizational commitment. In the process of writing this article. In order to find out which part of the group is the group that left because of the system change and what kind of change factor the employee leaves the service, take the position as the standard, subdivide the reason of employee leaving, and find out which part of the group is the group that left because of the system change. At the same time, the staff who quit because of non-transformative factors are found out, and the appropriate measures are worked out. Therefore, this paper is of practical significance to the enterprises carrying on the change, how to retain the talented person.
【學(xué)位授予單位】：昆明理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：X324;F272.92

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