基層員工離職狀況分析與對(duì)策研究

14000字

摘要
在上世紀(jì)，國(guó)有企業(yè)的工作普遍被認(rèn)為是“鐵飯碗”，勞動(dòng)者往往不考慮離職的可能性。但隨著經(jīng)濟(jì)全球化的發(fā)展，改革開放水平的提高，市場(chǎng)經(jīng)濟(jì)體制的建立，用工制度的變革，“三資”企業(yè)的不斷興起，人們的思想觀念的巨變，員工流動(dòng)已經(jīng)成為普遍現(xiàn)象。
本文針對(duì)江蘇省郵電印刷廠基層員工主動(dòng)離職率增高的原因進(jìn)行研究。首先對(duì)國(guó)內(nèi)外關(guān)于離職的理論進(jìn)行學(xué)習(xí)研究，了解國(guó)內(nèi)外學(xué)者關(guān)于離職構(gòu)建的不同模型，結(jié)合江蘇省郵電印刷廠現(xiàn)狀，對(duì)近期離職的員工進(jìn)行個(gè)別訪談，了解引起基層員工離職的因素。在此基礎(chǔ)上，歸納總結(jié)出引起員工離職的關(guān)鍵因素。主要包括：更好的工作、不滿現(xiàn)在工作環(huán)境、個(gè)人原因、員工之間關(guān)系的不和諧和組織制度的不足。針對(duì)這些原因，結(jié)合企業(yè)的實(shí)際情況，提出可操作性的建議。通過工作輪崗來(lái)降低員工工作的單調(diào)性，拓寬員工職業(yè)發(fā)展道路；通過基礎(chǔ)設(shè)施的改善來(lái)方便員工生活，提高滿意度；通過關(guān)注年輕員工的招聘來(lái)增添企業(yè)活力，促進(jìn)企業(yè)的新陳代謝；通過強(qiáng)化員工的關(guān)系管理來(lái)塑造簡(jiǎn)單和諧團(tuán)結(jié)的氛圍；通過建立合理公平的薪酬福利體系，來(lái)挽留優(yōu)秀員工，降低離職率。

關(guān)鍵詞：國(guó)有企業(yè) 基層員工 離職率

ABSTRACT
In the last century,working in state-owned enterprise generally was considered to be "a secure job", workers often do not change their job. But with the development of economic globalization, the improvement of reform and open policy , the establishment of market economy system, the changes of employment system and the rise of the foreign enterprises, all of these have changed people's mind. And as a result, employee turnover has become a common phenomenon.
This research focuses on the increasing rate of staff turnover in Jiangsu Post and Telecommunications Printing Factory. First of all,researcher studied domestic and foreign researches,and knew various models of employee turnover, combined with current situation in Jiangsu Post and Telecommunications Printing Factory. In addition, researcher also made interviews with some employee who wanted to turnover. Finally, take all of these into consideration, researcher summarized factors to employment turnover. On this basis, researcher summed up the key factors to employee turnover, mainly including: better job, dissatisfaction about current work environment,and several personal reasons. The disharmony between employee and defect of the organization also contribute to the turnover. For these reasons, combined with the actual situation of the organization, then researcher put forward some feasible suggestions. Firstly, the organization ought to reduce monotonous work through work rotation, and widen the employee future development. Secondly,increase stuff satisfaction by improvement of facilitate. Thirdly, the organization should pay more attention on the younger employee recruitment as a way of adding vitality to the organization. Fourthly, shape the simple and harmony atmosphere by simplifying the relationship among employee. Fifthly, the organization can retain excellent employee and reduce turnover rate through establishment of a fair and reasonable salary and welfare system.

Key word: state-owned enterprise; shop-floor employee; turnover rate

目 錄
第一章 緒論 1
1.1研究背景 1
1.2研究目的和意義 1
1.3研究方法 2
1.4國(guó)內(nèi)外研究現(xiàn)狀 2
第二章 理論基礎(chǔ) 4
2.1馬斯洛需求層次理論 4
2.2公平理論 4
2.3員工滿意理論 5
第三章 江蘇省郵電印刷廠員工離職現(xiàn)狀分析 6
3.1郵電廠人力資源管理狀況 6
3.2基層員工離職趨勢(shì)分析 7
3.3離職員工的結(jié)構(gòu)分析 8
第四章 員工離職原因分析 10
4.1訪談結(jié)果分析 10
4.2員工離職原因分析 11
第五章 降低基層員工離職率的對(duì)策研究 14
5.1實(shí)行工作輪崗 14
5.2改善工作環(huán)境 14
5.3關(guān)注年輕員工的招聘 15
5.4加強(qiáng)員工關(guān)系管理 15
5.5建立合理公平的薪酬福利制度 16
結(jié)束語(yǔ) 18
參考文獻(xiàn) 19
致謝 21
附錄A 22