業(yè)務(wù)流程外包已經(jīng)存在了幾十年,特別是在制造業(yè)部門,它是一種降低成本的手段。中國經(jīng)濟作為世界上發(fā)展最快、最具活力的經(jīng)濟體,其穩(wěn)定的政治環(huán)境、較好的法制建設(shè)和基礎(chǔ)設(shè)施建設(shè)、市場的巨大潛力以及大量低成本的具備基礎(chǔ)技術(shù)和語言能力的人才均預(yù)示出中國在發(fā)展業(yè)務(wù)外包中存在明顯的比較優(yōu)勢。近年來,在國家政府部門一系列支持政策,以及宏觀經(jīng)濟快速發(fā)展、技術(shù)進(jìn)步,國內(nèi)企業(yè)外包需求和承接外包能力的因素推動下,我國外包服務(wù)行業(yè)發(fā)展十分迅速,目前已經(jīng)發(fā)展成為僅次于印度的全球第二大服務(wù)外包國。依托國家優(yōu)勢,業(yè)務(wù)流程外包企業(yè)已然取得了較快的發(fā)展速度,但同時也面臨著許多問題需要改進(jìn),例如,公司的硬件配套設(shè)施,公司的長遠(yuǎn)發(fā)展戰(zhàn)略,人才的培養(yǎng)和留存等。C公司作為外包服務(wù)行業(yè)在國內(nèi)成長迅速的其中一員,也長期面臨著小語種員工流失率居高不下的困境,制約著其發(fā)展,更嚴(yán)重威脅著經(jīng)營的穩(wěn)定。本文采用馬斯洛需求原理和工作特征設(shè)計模型等相關(guān)理論,分析了C公司小語種員工流失率的實際案例,并通過問卷和訪談等方法,發(fā)現(xiàn)其存在的薪資規(guī)劃不合理,崗位人員配置不恰當(dāng),招聘過程有缺失等各環(huán)節(jié)的不足等問題,并就此提出了合理改善薪資估算數(shù)據(jù),加入性格測試分... 

【文章來源】：廣東外語外貿(mào)大學(xué)廣東省

【文章頁數(shù)】：109 頁

【學(xué)位級別】：碩士

【文章目錄】：
ACKNOWLEDGEMENTS
ABSTRACT
摘要
LIST OF ABBREVIATIONS
Chapter1 Introduction
    1.1 Research background
        1.1.1 Research background
        1.1.2 Research Significance
    1.2 Research Object and method
        1.2.1 Research object
        1.2.2 Research method
    1.3 Research framework
Chapter2 Literature review
    2.1 Relevant Concepts
        2.1.1 Staff attrition rate
        2.1.2 Staff well-being
    2.2 Relevant theoretical Foundation
        2.2.1 Maslow’s Hierarchy of needs
        2.2.2 Job characteristics model
    2.3 Relevant researches on staff attrition rate
        2.3.1 Research on staff attrition rate
        2.3.2 Research on staff attrition rate in BPO Company
        2.3.3 Research on Job characteristics model
Chapter3 Case Description
    3.1 Basic information of C Company
        3.1.1 Background of C Company
        3.1.2 Organization Chart of C Company
        3.1.3 Current status of C company Human Resources
    3.2 Basic information of C Company’s Minority language staff
        3.2.1 The range of C Company’s minority language staff
        3.2.2 The Characteristics of C Company’s minority language staff
    3.3 Current status of C Company’s minority language staff attrition
        3.3.1 Job requirement of C company’s minority language staff
        3.3.2 Recruitment process of C Company’s minority language staff
        3.3.3 Salary package of C Company’s minority language staff
        3.3.4 Current status of C Company’s minority language staff attrition
    3.4 Problem caused by C Company’s minority language staff attrition
    3.5 Investigation of satisfaction and sense of belonging of C Company staff
        3.5.1 Survey on C Company existing staff
        3.5.2 Questionnaire on C Company resigned staff of minority language staff
        3.5.3 Exit Interview on C Company department of minority language staff
    3.6 Problem of C Company minority language staff attrition
        3.6.1 Problem of C Company’s minority language staff recruitment
        3.6.2 Problem of C Company’s minority language staff salary package
        3.6.3 Problem of C Company’s minority language staff Job Characteristic Model
Chapter4 Case Analysis
    4.1 Root cause of C Company minority language staff attrition
        4.1.1 Analysis of C Company’s minority language staff recruitment root cause
        4.1.2 Analysis of C Company’s minority language staff salary package root cause
        4.1.3 Analysis of C Company’s minority language staff JCM root cause
Chapter5 Solution of C Company minority language staff attrition
    5.1 Personality test in recruitment step
    5.2 Adjustment for Minority language staff salary package
    5.3 Improve Job Characteristic Model of minority language staff
    5.4 Evaluation of the solution of C Company minority language staff attrition
Chapter6 Conclusion and Expectation
    6.1 Research conclusion
    6.2 Research limitation
    6.3 Research expectation
REFERENCE
Appendix
    Appendix1:Peakon Pulse Survey Questionnaire
    Appendix2:Questionnaire of Job Characteristics/ Personal Organization Matching and Job Happiness



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