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论文编号：	10607
作者编号：	2120162871
上传时间：	2018/12/7 12:33:36
中文题目：	个性化教育企业员工保留机制研究—以X企业为例
英文题目：	Research on the Retention Mechanism of Individualized Enterprises Employees—Take X company as an example
指导老师：	王学秀
中文关键字：	个性化教育；人才流失；员工保留机制
英文关键字：	Personalized education；Talent loss；Employee retention mechanism
中文摘要：	中国的一对一个性化辅导行业兴起于2000年初，经历了十几年的发展，从最初的家教机构，逐步发展成为因针对学生个体需求，切实解决学生个性化问题而引起家长群体的注意并迅速被接受。伴随我国经济不断发展，社会逐渐进步，人民对教育的需求愈加迫切，私人教育投入在教育总经费中所占比重不断上升。同时，随着个人收入差距的不断加大，以及家庭对个性化教育的需求不断增长，学生受到的教育会由于其背景的不同逐渐开始变化，教育资源的分化水平会不断提高。近十年来，中国家庭教育支出规模年均复合增速为10.7%，直到2016下半学期和2017年上半学期我国家庭教育总支出已经超过了1.9万亿。随着需求的增加，整个K12一对一个性化辅导行业呈井喷态势，各种规模不一，资质各异的“一对一辅导机构”如雨后春笋纷纷出现，但经历过数年的大浪淘沙，部分师资力量良莠不齐，授课教师本身知识结构不完整且教学经验不足，辅导结果达不到家长满意的目标等等原因，造成现在市场的大致格局—大机构全国布局，中型机构部分重点省市布局，小型机构深挖当地资源。在这种背景下和行业的独特性，企业之间的竞争逐渐集中于对人力资本的抢夺，人才数量与素质成为影响企业发展的重要因素。但是，随着市场竞争的逐渐激烈，企业的人才流失现象越来越严重。高素质员工的离职会对企业的未来发展造成严重影响，并且不利于企业树立良好品牌形象。怎样有效解决人才流失问题已成为目前企业管理中的重点问题。经验丰富的员工不仅可以给企业创造经济效益更能给企业带来口碑效应，对企业来讲是名利双收。所以，企业在目前这一发展阶段，迫切需要采用科学高效地管理手段与控制措施，加强对人才的管理，进一步改善较为严重的人才流失现象。本文通过对个性化教育企业高员工流动率的企业原因进行分析，找出人才流失的关键所在，最终提出切实可行的留人机制，从而帮助企业的人力资源管理者解决人员流失的难题。
英文摘要：	China's one-on-one sexual counseling industry started in the early 2000s and has experienced more than a decade of development. From the initial tutoring institutions, it gradually developed into the attention of parents and parents due to the individual needs of students quickly accepted. With the continuous development of China's economy, the society has gradually improved, the people's demand for education has become more urgent, and the proportion of private education investment in the total education funds has been rising. At the same time, as the personal income gap continues to increase and the family's demand for personalized education continues to grow, the education that students receive will gradually change due to their different backgrounds, and the level of differentiation of educational resources will continue to increase. In the past ten years, the annual average growth rate of China's family education expenditure has been 10.7%. Until the second half of 2016 and the 2017 semester, the total expenditure on family education in China has exceeded 1.9 trillion. With the increase in demand, the entire K12 one-to-one sexual counseling industry is in a blowout situation. Various “one-on-one counseling institutions” of various sizes and different qualifications have sprung up, but after several years of big waves, some The teacher's strength is uneven, the instructor's own knowledge structure is incomplete and the teaching experience is not enough, the counseling results are not up to the goal of parental satisfaction, etc., resulting in the general pattern of the current market - the national organization of large institutions, the layout of some key provinces and cities, small The agency digs deep into local resources. In this context and the uniqueness of the industry, the competition among enterprises has gradually focused on the robbing of human capital. The quantity and quality of talents have become an important factor affecting the development of enterprises. However, with the gradual fierce competition in the market, the phenomenon of brain drain in enterprises has become more and more serious. The departure of high-quality employees will have a serious impact on the future development of the company, and is not conducive to the establishment of a good brand image. How to effectively solve the problem of brain drain has become a key issue in current corporate management. Experienced employees are not only able to create economic benefits for enterprises, but also bring word-of-mouth effects to enterprises. For enterprises, they are both fame and fortune. Therefore, at this stage of development, enterprises urgently need to adopt scientific and efficient management methods and control measures, strengthen the management of talents, and further improve the phenomenon of more serious brain drain This thesis analyzes the reasons for the high employee turnover rate of individualized education enterprises, finds out the key point of brain drain, and finally proposes a feasible mechanism for retaining people, thus helping the enterprise's human resource managers to solve the problem of staff turnover.
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