Chapter one: the opening report of the company's employee turnover mechanism.
Firstly, the research trends at home and abroad of this topic are summarized, and the basis and significance of the topic selection are explained.
(A) Research background
Since the reform and opening up, China's small and medium-sized private enterprises have developed very rapidly, overcoming the shortcomings of weak foundation and congenital deficiency, and gradually becoming an indispensable part of the national economy, and gradually showing the important role of private enterprises in optimizing resource allocation, improving economic efficiency, maintaining the balance between supply and demand, expanding employment, and stabilizing society. It has become one of the active economic growth points in the national economy.
According to the survey of China Business News, the staff turnover rate of private enterprises in China, especially those with less than 500 employees, is as high as 50%, and about 20% of middle and senior managers and technicians find jobs and change jobs every year [1]. A survey once showed that for 48 respondents who had worked, the investigators asked them how many companies they had worked in. More than 30% of the respondents have worked in 2-3 companies, while 13% of the respondents have worked in more than 4 companies, with frequent job changes. Many private enterprises lose nearly 100 employees every year and enter the competitor's camp-foreign-funded enterprises. Judging from these figures, it is enough to show that the turnover rate of employees in private enterprises is large and fast, and there will be an increasing trend [2].
The rapid development of private economy is a major feature of Zhejiang economy and occupies an important position in the economic development of the whole province. By 2009, it accounted for 94% of the province's economy. Among the top 500 private enterprises in China, Zhejiang famous enterprises account for half of the country, ranking first in the country in comprehensive strength in 12. However, the current reality is that the brain drain of employees in small and medium-sized enterprises is quite serious. Frequent employee turnover often affects employees' stable working mood and causes many employees' short-term behavioral psychology. Brain drain has become the primary problem that many enterprises, especially small and medium-sized private enterprises without competitive advantage, need to solve urgently.
Xx Company is located in Nanfan Industrial Park, Yangxunqiao, Shaoxing, and is a typical small and medium-sized private enterprise in China Textile City. Since the financial crisis in 2008, controlling and reducing the high employee turnover rate of xx Company has become the primary problem that the management of this company urgently needs to solve. Based on my own practical work and professional knowledge, the author chooses xx Company's staff turnover to study, which has important practical significance and practical reference value for XX Company to improve its human resource management.
(B) the status quo of foreign research
Foreign research on employee turnover can be traced back to the beginning of last century. Lewin Wen pointed out that an individual's job performance is directly affected by his personal conditions and environment, and there is a functional relationship between employee performance and his ability, conditions and environment. The environment has a great influence on individuals, and individuals are often helpless about the environment. In the case that they can't get better, only changing the environment is the loss of employees.
Kuck, an American scholar, put forward a curve from the perspective of how to give full play to people's creativity according to the creativity of graduate students after taking part in work. Cook also found that creativity will remain at a low level unless the working environment or content is changed. Therefore, it is necessary to change the working environment and content in time, that is, to carry out employee mobility.
Porter pointed out that the study of employee turnover should pay attention to the psychological level of the exit process, that is, job satisfaction,
Organizational identity and other factors, turnover intention is a retreat behavior of employees after experiencing dissatisfaction [3]. Mobry believes that turnover intention is an employee's intention to leave an organization after working for a period of time. This intention is probably caused by job dissatisfaction. Once employees have the intention to leave, it is very likely that they will actually leave [4].
Price (1977) divided resignation into two types according to subjective will: involuntary resignation and voluntary resignation. Unwilling to leave is dismissal, which is an organized employee's resignation or an employee's forced to leave the organization because of violation of laws and regulations.
Voluntary resignation refers to the spontaneous behavior of individuals, which is not mandatory. Turnover intention is an individual's behavioral tendency or attitude to leave his current job [5].
Steelers 1977 put forward a complete causal model of organizational commitment, which pointed out that personal characteristics, work characteristics and work experience are significantly related to organizational commitment. In 1980s, steers and mowday further established a model. According to this model, they think that job expectation and job value affect employees' subjective attitude towards work, and subjective attitude affects employees' tendency to stay or leave, which directly leads to employees' resignation. Steers and mowday models emphasize the influence of non-work variables on turnover intention more than previous researchers. It is pointed out that employees may try to change their situation in different ways when they are dissatisfied with their jobs, but the deficiency is that the model does not clearly point out how to identify employees who choose these different ways [6].
Mowbray model adds some intermediary variables to the relationship between job satisfaction and outflow. He believes that employee turnover is gradual, and employees will have the idea of leaving after their satisfaction is reduced, but they will not leave immediately, but will bear the consequences of his departure. Then consider other solutions and determine the intention to leave before leaving. However, there are still some problems in this model. For example, instead of discussing what employees evaluate their existing and new positions, they can only learn from their individual factors, external factors and internal factors. Therefore, after considering various situations, mowbray combined several models and created the extended mowbray model of 1979, pointing out that employee turnover is mainly determined by job satisfaction, the possibility of income increase within the enterprise, the possibility of income outside the enterprise, values outside the work and accidental factors [7].
Williams and hazer use organizational commitment to predict turnover. Their research results show that level I job satisfaction only reflects the influence of a single factor on employees' turnover intention, while organizational commitment reflects the attitude of all employees to the organization, so organizational commitment is more predictive of turnover intention [8].
Gerhard made a comparative study of two groups of subjects whose unemployment rates were 5% and 15% respectively, and the results confirmed that the unemployment rate was negatively correlated with the turnover rate [9].
Sheridan and abelson's "peak mutation" model points out that employees will try their best to maintain their current employment status whenever possible, and once their job satisfaction drops to a certain threshold, they will suddenly change from maintenance status to departure status. The main contribution of this model is that it no longer regards the process of employee leaving to the point of departure as a linear function of predictive variables. The consideration of variation factors is introduced. At the same time, the model
There is a problem, assuming that employees will strive to maintain their current employment status, but in fact not all employees follow this assumption [10].
Lee and mitchell's multi-path expansion model breaks away from the assumption of rational brain drain in previous models and puts forward a more perceptual development process of active brain drain. They assume that although employees are relatively satisfied with their jobs, they still choose to leave, not because they have found new jobs before, but because some unexpected events have shocked them. The introduction of "job embeddedness" from the perspective of resignation reflects the degree of bondage of individuals in social networks [1 1].
Roderick statistically analyzed the factors that may lead to employee turnover from four aspects: personal variables, work-related variables, environmental variables and employee tendency. Among them, the employee's inclination has the most obvious relationship with the final turnover behavior, and has the greatest interaction with the first three variables.
To sum up, on the issue of employee turnover abroad, we mainly study the impact of employee turnover from a macro perspective, such as employee salary, general training, labor market structure, unemployment rate and other macro factors. The losses caused by employee turnover and the reasons for employee turnover have been studied deeply, but the factors of enterprises have not been studied much, which are related to the market development of enterprises. Their market is mature, and copying these theories is not in line with our national conditions and market development.
(C) the status of domestic research
Compared with foreign mature employee turnover theory, due to cultural background differences and historical reasons, this research in China started late, almost from the late 1990s. In recent years, the main research results are as follows:
Zhang Mian and Li Shuzhuo (200 1) studied the determinants of employees' turnover intention, and found that job satisfaction has obvious influence on employees' turnover intention, which may be an intermediary variable among demographic variables, career variables and turnover intention [12].
, Chen Jixiang, Xu (200 1) from the perspective of enterprise organization, through the analysis of the industry type, scale, salary and welfare system and reward system, internal division of labor, constraints from the organization, personal development opportunities provided by the organization, working groups within the organization, management style of the organization and informal organizations within the organization, this paper studies the reasons for staff turnover.
Wang Heye (200 1) established the internal and external model of employee turnover in high-tech enterprises. Moreover, they also found that employees' turnover intention is greatly influenced by health care factors and incentive factors, far greater than employees' personal characteristics and non-work factors.
Fu Yiqun, Ling Wenquan and Fang (2002) analyzed the influencing factors of employee turnover from macro, meso and micro levels. In addition, it also points out the influence of psychological needs on employees.
The research of Zhao Xiping, Liu Ling and Changzheng Zhang (2003) empirically analyzed the influence of four factors on turnover intention through spss factor analysis [14].
The research of Zhang Jianqi and dorri (2003) found the factors that affect the manager turnover of private enterprises in China: the development prospect of enterprises, the level of wages and benefits, the fairness of income distribution and promotion, the opportunities for career development, and the trust and credit of employers to managers [15].
Ceng Ming (2004) studied the factors affecting the brain drain of knowledge workers from three aspects: external, internal and individual. External factors include: employees' ability to pursue employment, shortened knowledge updating cycle and increased demand for talents. Internal factors include: job satisfaction, job expectation, communication, corporate culture, industry nature, fairness, organizational constraints, and organizational leadership style. Personal factors include: age, gender, education level, marital status, and years of service [16].
In addition, the research of Zhao Yingzhen, Liu Bing and Peng Lai (2005) constructs a model of employee's voluntary turnover under the special background of China. Taking organizational commitment and job satisfaction as intermediary variables, he found that there was a significant correlation among salary and benefits, job involvement, interpersonal support, job satisfaction, organizational commitment and turnover intention. His research involves employees of different industries in China, which is representative [17].
Liu Yongan and Wang Fang (2006) pointed out that the factors affecting employee turnover can be divided into three categories: employees themselves, organization and work-related and environment. Personal factors include: age, gender, education level, married working years. Organizational work factors include: organizational management, the matching between individuals and organizations, employees' job satisfaction, organizational commitment and work pressure. Environmental factors include: socio-economic development level, labor market situation and employment situation.
System, job opportunities, enterprise nature, transportation, medical care, educational facilities, cost of living, quality of life [18]. Domestic research in this field mainly focuses on a certain aspect of enterprises, especially the knowledge workers in large and medium-sized enterprises, and there is little research on small and medium-sized enterprises, especially small and medium-sized private enterprises.
(D) the necessity and significance of research
Significance of research:
Small and medium-sized private enterprises are an important part of Zhejiang's economy, and their functions are reflected in creating employment opportunities, achieving moderate scale benefits, meeting diversified needs, supporting large enterprises, improving market competitiveness and incubating.
Emerging enterprises and industries, etc. Employee turnover management plays a very important role in human resource management, and it is the key for senior managers of enterprises to accurately judge the reasons for high turnover rate, optimize the management of the reasons for brain drain, and achieve both the symptoms and the root causes.
Second, the basic content of the study, the main problems to be solved
(A) the basic content of the study
The basic framework of the thesis:
I. Introduction
(A) Research background
(B) Research significance
(3) Research methods and main contents.
Second, the related theories are summarized.
(A) the concept of employee turnover
(B) the concept of employee turnover rate
(3) Theories related to employee turnover rate, early incentive theory, contemporary incentive theory and Winler theory.
Couler curve
Several models of employee turnover
Third, the current situation of employee turnover in xx Company
(I) Overview of xx Company
(B) the status quo of the industry faced by xx Company
(C) the current situation of employee turnover in xx Company and the organizational structure of the company
company personnel
employee turnover rate
Losses caused by employee turnover
Fourthly, the reason analysis of employee turnover in xx Company.
(A) Analysis of external factors of enterprises
(B) Analysis of internal influencing factors of enterprises
(C) personal influence factor analysis of employees
Five, xx company employee turnover countermeasures
(A) the management of core employees
(B) the inflow of management personnel
(c) Coping strategies for staff turnover
Abstract of intransitive verbs
Express gratitude/gratitude
refer to
(2) Main problems to be solved
Firstly, this paper reviews the related theories of employee turnover and understands the research status at home and abroad. Then go to xx Company.
Chapter two: the opening report of the company's employee turnover mechanism
Student name: Wang Peijie.
Student number: 0802070240
Major: human resource management
Class: Manpower 0802
Instructor: Duan
Filling instructions
1. This report should be completed by students under the guidance of the instructor in the early stage of graduation thesis (design), and it will take effect after being signed by the instructor and reviewed by the department.
2. The contents of the opening report must be written in black ink or printed in the standard format of electronic documents designed by the Academic Affairs Office (which can be downloaded from the website of the Academic Affairs Office). It is forbidden to cut and paste after printing on other papers. After the opening report is completed, it should be handed over to the instructor for signature.
3. Content requirements of the opening report:
(1) Title, background and significance. Students should briefly analyze and explain the topic, its starting point, relevant background, theoretical and practical needs, and the possible academic significance and application value of the research results.
(2) Research foundation. Students should explain their preparations for collecting and arranging documents, participating in academic research, publishing papers or completing related research.
(3) Research content. Students should clearly explain the research scope, academic origin, existing research results and research trends at home and abroad, research points, possible fields and problems, basic theories, research methods and their application to this topic, the main framework of the paper, analyze and judge the basic situation of the existing achievements directly related to the topic, especially the shortcomings and research space of the existing achievements, and make predictions on possible academic goals.
(4) Research methods and technical routes to be adopted.
(5) Research plan. Students should make detailed research plans and work schedules according to the topics they have determined.
4. This report is kept by the secondary college where the students are located.