摘要
人員流失一直以來(lái)都是各工地企業(yè)普遍存在的問(wèn)題，可以影響一個(gè)公司發(fā)展的程度有深有淺，解決不好，可能會(huì)引發(fā)一系列矛盾，人員流失牽涉到不止一個(gè)領(lǐng)域，人員激勵(lì)是最重要的一個(gè)方面，但同時(shí)涉及到管理學(xué)、心理學(xué)以及對(duì)人性的思考，所以一個(gè)立體的公司應(yīng)該兼顧方方面面，理論結(jié)合自身實(shí)際，找到適合自己的發(fā)展管理方法和核心價(jià)值觀，從物質(zhì)精神兩方面出發(fā)，兩手都要硬，才能真正留住人員，為一個(gè)公司良好后續(xù)發(fā)展奠定堅(jiān)實(shí)基礎(chǔ)。微光公司人員流失嚴(yán)重，遠(yuǎn)遠(yuǎn)超過(guò)了老板估計(jì)的范疇，而人員流失主要原因就在于員工的薪酬待遇得不到完善，其他方面如伙食標(biāo)準(zhǔn)過(guò)低、沒(méi)有形成鮮明的企業(yè)文化等都影響這一結(jié)果。所以如何留住人員是微光的重中之重，立刻改善薪資待遇，提高伙食變準(zhǔn)，漸漸的形成屬于自己的文化理念，培養(yǎng)員工足夠的忠誠(chéng)度合適的激勵(lì)手段，這些都需要一一去做，去落到實(shí)處，才有可能讓公司高飛遠(yuǎn)航。

關(guān)鍵詞：微光公司   人員流失   問(wèn)題研究
 
Abstract
Staff turnover has been a common problem in the corporate site, can affect a company's development of a shallow depth, solved, could lead to a series of contradictions, staff turnover involves more than one area, staff motivation is the most important one aspect, but related to the management, psychology and human nature to think, so a company should take into consideration all aspects of three-dimensional theory with their own reality, to find suitable management methods and the development of core values, starting from the material and spiritual aspects both hands in order to really retain staff, good follow-up development for a company to lay a solid foundation. Twilight's a serious drain on staff, far more than the estimated scope of the boss, but the main reason lies in the turnover of staff remuneration are not perfect, other areas such as food standards are too low, did not form a distinct corporate culture and so affect the a result. So how to retain staff is the top priority of shimmer, and immediately improve the salary and improve food standards change, and gradually form their own culture, philosophy, training employees enough loyalty appropriate incentives, which requires eleven to do to implement it possible to make the company fly voyage.

keywords :Optical Company Staff turnover Problem research

 
目 錄
摘要 I
Abstract II
第一章 引言 1
1.1問(wèn)題的提出 1
1.2研究的目的 1
1.3研究的方法與思路 1
1.3.1問(wèn)卷調(diào)查法 1
1.3.2文獻(xiàn)研究法 2
1.3.2案例分析法 2
第二章 理論概述 1
2.1人員流失 1
2.2馬斯洛需要層次理論 1
2.3卡茲組織壽命理論 2
2.4目標(biāo)一致理論 3
第三章 微光公司的發(fā)展歷程及人員流失 4
3.1微光公司的發(fā)展歷程 4
3.2微光公司的人員流失現(xiàn)狀 5
第四章 微光公司在人員流失方面存在的問(wèn)題及原因分析 6
4.1微光公司在人員流失方面存在的問(wèn)題 6
4.1.1管理機(jī)制不成熟 6
4.1.2管理層決策失誤 6
4.1.3激勵(lì)作用不明顯 6
4.1.4 精神激勵(lì)欠缺 6
4.2微光公司在人員流失方面存在的問(wèn)題的原因分析 6
4.2.1不了解員工真正需求 6
4.2.2資金鏈斷裂，無(wú)相應(yīng)補(bǔ)救措施 7
4.2.3管理層對(duì)管理知識(shí)的欠缺 7
第五章 對(duì)微光公司人員流失問(wèn)題的解決對(duì)策 8
5.1按需合理安排工作 8
5.2采用物質(zhì)激勵(lì) 9
5.2.1目標(biāo)激勵(lì) 9
5.2.2競(jìng)爭(zhēng)激勵(lì) 9
5.2.3授權(quán)激勵(lì) 9
5.2.4制定激勵(lì)性的薪酬和福利制度 10
5.3實(shí)施精神激勵(lì)激勵(lì) 10
5.3.1企業(yè)文化管理 10
5.3.2榮譽(yù)激勵(lì) 11
5.4精簡(jiǎn)員工 11
第六章 結(jié)束語(yǔ) 13
參考文獻(xiàn) 14
致謝 15