珠三角民營企業(yè)人才流失問題與對策研究（包含任務書、開題報告、進度表以及完整畢業(yè)論文）

摘   要
　　　民營企業(yè)伴隨著二十多年來我國改革開放事業(yè)的進程，為保障國民經(jīng)濟的持續(xù)向前發(fā)展發(fā)揮了不可替代的作用。隨著宏觀經(jīng)濟環(huán)境的改善，中國的民營企業(yè)面臨著新一輪巨大的發(fā)展機遇。但是，民營企業(yè)在高速發(fā)展中又產(chǎn)生了人才流失的危機，在珠三角地區(qū)，一方面，民營企業(yè)的快速發(fā)展離不開人才；另一方面，民營企業(yè)用人機制落后；薪酬體系、激勵機制不合理；企業(yè)主素質(zhì)低下，忽視與員工的交流溝通等種種問題隱藏在企業(yè)發(fā)展當中。而最讓企業(yè)困惑的是，自有人才的大量流失給企業(yè)的發(fā)展甚至生存帶來了難以估量的惡果。員工高比例流失，不僅帶走了商業(yè)、技術秘密，帶走了客戶，使企業(yè)蒙受直接經(jīng)濟損失，而且，增加了企業(yè)人力重置成本，影響工作的連續(xù)性和工作質(zhì)量，也影響在職員工的穩(wěn)定性和效忠心。如不加以控制，最終將影響企業(yè)持續(xù)發(fā)展的潛力和競爭力。
    針對珠三角民營企業(yè)存在的問題，通過對比分析的方法提出了建立科學的用人機制、提高民營企業(yè)家素質(zhì)、建立科學的薪酬體系等對策解決問題，從而使珠三角地區(qū)民營企業(yè)持續(xù)、健康、穩(wěn)定發(fā)展。

關鍵詞: 民營企業(yè)，人才流失，珠三角

Abstract
　　　20 years passed private enterprises in China played an important role in economy development. With the improvement of the macroeconomic environment, private enterprises in China are confronted with an opportunity, along with the big challenge and risk. In Pearl River Deta, On the one hand, talented persons are necessary for the development of private enterprises; on the other hand, hiding in the development of private enterprises, employment mechanism backward, salary system and incentive mechanism   are unreasonable, the qualities of the business owners are lower and neglect communicate with the employees and so on the most popular problem which private enterprises will face is competing for H R, introducing talented persons, how to maintain them and encourage them to perform well. Staff high proportion outflow, not only has carried off the trade, the technical secret, has carried off the customer, causes the enterprise to suffer the direct economic loss, moreover, increased the enterprise manpower reset cost, interferes with the work the continuity and the work quality, also affects in office staff's stability and the effect is loyal. If does not control, finally will affect the potential and the competitive power which the enterprise will develop continually.
　　　PRD against the existence of private enterprises, through comparative analysis of the method of establishing scientific personnel mechanisms, Private entrepreneurs, establishing a scientific system of remuneration tackle the problem. Thus causes Pearl River Deta the area privately operated enterprise, to be continually healthy, the stable development.
　　　
Key words: private enterprise；flowing out；Pearl River Deta

目     錄
1  緒  論 .................................................................................................................................1
　　1.1 研究背景和目的...........................................................................................................1
　　1.2 國內(nèi)外企業(yè)人才流失狀況...........................................................................................1
2  人才流失的狀況分析...........................................................................................................3
　　2.1 企業(yè)員工離職的概念...................................................................................................3
　　　　2.1.1 離職的基本含義...............................................................................................3
　　　　2.1.2 離職的分類.......................................................................................................3
　　2.2 員工流失的成本分析...................................................................................................4
　　　　2.2.1 直接損失...........................................................................................................4
　　　　2.2.2 間接損失...........................................................................................................4
3  珠三角民營企業(yè)人才流失背景分析...................................................................................6
　　3.1 珠三角民營企業(yè)現(xiàn)狀...................................................................................................6
　　3.2 人才爭奪現(xiàn)狀...............................................................................................................6
　　3.3 江門市民營企業(yè)目前的人才現(xiàn)狀主要都存在的問題...............................................7
4  珠三角民營企業(yè)人員流失的原因分析...............................................................................8
　　4.1 用人機制落后 任人唯親.............................................................................................8
　　4.2 經(jīng)營目標短期化...........................................................................................................9
　　4.3 薪酬體系不合理...........................................................................................................9
　　4.4 忽視與員工的情感交流.............................................................................................11
　　4.5 忽視勞動者的社會福利保障.....................................................................................11
　　4.6 工作職責設計不合理.................................................................................................11
　　4.7 員工職業(yè)生涯計劃難以實現(xiàn).....................................................................................12
　　4.8 企業(yè)前景不明朗或內(nèi)部管理混亂.............................................................................12
　　4.9 市場化的人才配置缺乏.............................................................................................13
5  珠三角民營企業(yè)人員流失的對策研究.............................................................................14
　　5.1 建立科學的用人機制.................................................................................................14
　　5.2 提高民營企業(yè)家的素質(zhì).............................................................................................15
　　5.3 建立科學合理的薪酬體系.........................................................................................16
　　5.4 正視人才安全問題 制定預防措施...........................................................................17
　　5.5 給員工制定職業(yè)生涯規(guī)劃.........................................................................................18
　　5.6 建立吸引核心人才的制度.........................................................................................19
　　　　5.6.1 以事業(yè)吸引人.................................................................................................19
　　　　5.6.2 以文化留住人.................................................................................................20
　　　　5.6.3 以制度管理人.................................................................................................21
　　　　5.6.4 各地政府要制定人才政策...............................................................................21
　　5.7 建立培訓和效果評估制度..........................................................................................22
結(jié)論...........................................................................................................................................23
參考文獻...................................................................................................................................25
致謝...........................................................................................................................................26