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论文编号：	11185
作者编号：	2320170677
上传时间：	2019/12/8 22:10:06
中文题目：	R耐火材料公司员工流失问题原因与解决方案研究
英文题目：	A Study on Antecedents and Solutions of High Employee Turnover Problems of R Refractory Company
指导老师：	田莉
中文关键字：	人口和人才净流出；传统制造业；员工流失；管理体系改革
英文关键字：	net outflow of population and talent；traditional manufacturing industry；employee turnover；management system revolution
中文摘要：	人才是企业的核心竞争力之一，是企业发展的第一资源。进入二十一世纪，近二十年时间已过，科技的发展，教育的促进，人才的培养，中国社会和经济结构发生了天翻地覆的变化。作为曾经的“共和国长子”的东北，在建国之初，作为重工业支撑，为中国的工业化进程和发展做出了巨大的贡献。然而，随着互联网经济的兴起，产业结构的变化，传统制造业受到冲击，特别是作为曾经以重工业为产业支柱的东北，首当其冲，经济增长连年下滑，GDP增长全国垫底，从而导致今年来东北人口和人才的净流出。东北的经济形式和未来发展，对人才，尤其是青年人才缺乏吸引力。无法吸引人才，不能保留人才，招商引资就无法吸引企业，而没有优秀企业，又无法吸引人才。而东北区域的企业又趋于夕阳行业或者资源型行业较多，没有新型产业以带动经济发展。如此负向循环，东北何时能够振兴？因此，员工流失，是东北企业亟待解决的问题。 本文研究的论题是在东北人才流失现状下，以传统制造业的一家耐火材料公司为研究对象，通过分析R耐火材料公司的现状和结合已有的文献，分析总结了在东北人口净流出和人才流失现状下，传统制造业员工流失问题产生的原因。首先本文分析了宏观环境原因，简单阐述了公司所在的地域发展和国家政策。从宏观环境进行了如下因素进行分析，例如东北经济环境因素、行业环境因素、地区人力资源环境的因素、社会文化背景因素，总结了因为这些因素导致员工的不满意度以及无法达到员工的需求和期望，以及无法缔结员工和公司之间的良好的心理契约，从而对于员工的流失产生了影响。其次是员工自身需求原因，基于马斯洛的需求理论和赫茨伯格的双因素理论，分析了R耐火材料公司的薪资福利、晋升机会、发展平台等原因，分析了这些原因为什么无法满足员工的需求以及使员工产生了不满意感，也使员工和公司之间无法达成一定程度的心理契约。最后分析了企业文化原因。从公司的软环境方面进行分析，公司现有的企业文化为什么无法达到员工的期望，企业文化是怎么影响员工的心理，从而产生员工流失的现象。 针对上述导致员工流失问题产生的原因，本文作者在无法改变东北区域经济环境、行业环境、地区人力资源环境、社会环境这些宏观环境的情况下，从公司层面提出如下解决方案以期能够满足员工需求、降低乃至于消除员工的不满意度、达到员工期望、从而缔结员工和公司之间的心理契约，从而尽可能的解决员工流失问题。以点及面，从R耐火材料公司为出发点，影响其他企业，希望借此能够促进当地企业的变革，给当地经济带来活力和正向发展。首先，公司采取多措并举以同时契合公司及员工的期望，例如组织结构合并、符合员工心理契约的成长平台、公司人才梯队建设。再次，进行了激励性人力资源相关体系改革，例如薪酬福利改革、完善绩效考核体系、建立公平的晋升制度。最后，对于组织和其他人力资源职能进行完善。例如企业文化建设、完善招聘管理、加强离职管理等等。 由于本人研究水平以及研究行业所限，本文仍然存在很大的研究局限性和不足。其一，对非耐火材料企业参照意义有局限性。本文所研究的对象是耐火材料行业，属于传统制造行业。这个行业受下游钢铁和水泥行业所限，以及现在国家对于矿山资源和环保的限制，所以整个行业受国家政策影响比较大。其二、R耐火材料集团现在处于企业生命周期的下行阶段。公司缺乏活力，传统行业从业人员的思维固化，集团内的员工在公司内的工作时间都比较长，接触外界知识受限。其三、R耐火材料集团（亚洲）公司在中国有两个工厂，一个矿业公司和两个贸易公司。对于人才梯队建设和轮岗计划有自身的优势。这个措施可能对于单一结构的民营企业不太适合 企业发展靠人才，员工流失会阻碍企业的长久发展，特别是在东北，经济宏观环境不好、人口净流出和人才资源的净流失的客观条件下，员工流失和经济发展成为负向循环。基于此，在企业的人力资源工作中，员工流失这一问题不容忽视，一定要结合多种办法来有效、合理、科学地解决员工流失的问题，从而在人力资源匮乏的背景下，将人员素质尽可能地转变为企业经营所需的生产力，在竞争日渐激烈的市场环境中使企业处于有利地位，取得主动权，从而促进企业持续、高效、长远地发展。而在东北，企业的人力资源管理理念相对落后，受区域文化影响，执行起来也有一定的困难。对于本文的解决方案，要做好以下两个方面的工作，以便对于本文的解决方案及时跟踪和改进。一方面，将本论文针对R耐火材料集团员工流失问题的解决方案投入实际应用。在实际应用中加强跟踪和评估，持续查找问题，改进不足。另一方面，在实施中不断完善和调整。员工流失问题管理与解决是一个动态的过程。R耐火材料公司的员工流失管理工作要随着公司内部需求和外部环境的变化而不断的进行方案调整和优化。 综上所述，本论文希望通过以上研究和解决方案能够帮助R耐火材料公司解决目前存在的员工流失问题，增强企业对人才的吸引力，降低员工流失率，为R耐火材料企业带来促进企业发展的优秀人才，同时能够为同行业或者是其他传统型制造业提供借鉴意义和参考价值。
英文摘要：	Talent is one of the core competitiveness of an enterprise and the first resource for enterprise development. In the 21st century, nearly two decades have passed, the development of science and technology, the promotion of education, the cultivation of talents, and the ever-changing changes in China's social and economic structure. As the former "eldest son of the Republic", at the beginning of the founding of the country, as a support for heavy industry, it has made tremendous contributions to China's industrialization process and development. However, with the rise of the Internet economy and the changes in the industrial structure, the traditional manufacturing industry has been hit, especially as the Northeast, which once used heavy industry as the pillar of the industry, bears the brunt, economic growth has been declining year after year, and GDP growth has bottomed out in the country, resulting in the population of Northeast China this year. And the net outflow of talent. The economic form and future development of the Northeast are not attractive to talents, especially young talents. It is impossible to attract talents, not to retain talents, and it is impossible to attract enterprises by attracting investment. Without excellent enterprises, it is impossible to attract talents. The enterprises in the northeast region tend to be more in the sunset industry or resource-based industries, and there is no new industry to drive economic development. With such a negative cycle, when will the Northeast be revitalized? Therefore, the loss of employees is an urgent problem for Northeast enterprises. The topic of this thesis is that under the current situation of brain drain in Northeast China, a refractory company with traditional manufacturing is taken as the research object. By analyzing the current situation of R refractory company and combining the existing literature, the net outflow and talents in the northeast population are analyzed and summarized. Under the current situation of loss, the causes of the loss of traditional manufacturing employees. First of all, this thesis analyzes the macro environmental reasons and briefly describes the geographical development and national policies of the company. From the macro environment, the following factors were analyzed, such as the economic environment factors in Northeast China, the environmental factors in the industry, the factors of regional human resources and environment, and the socio-cultural background factors. It summed up the dissatisfaction of employees due to these factors and the inability to meet the needs of employees. Expectations, as well as the inability to conclude a good psychological contract between employees and companies, have an impact on employee turnover. Secondly, the reasons for employees' own needs, based on Maslow's demand theory and Herzberg's two-factor theory, analyzed the reasons for the salary and welfare, promotion opportunities, development platform, etc. of R Refractory Company, and analyzed why these reasons can not meet the employees. The demand and the dissatisfaction of the employees have also caused a certain degree of psychological contract between the employees and the company. Finally, the reasons for corporate culture are analyzed. From the analysis of the soft environment of the company, why the company's existing corporate culture can not meet the expectations of employees, how the corporate culture affects the psychology of employees, and thus the phenomenon of employee turnover. In view of the above-mentioned causes of employee turnover problems, the author of this thesis proposes the following solutions from the company level in order to meet the needs of employees, without changing the economic environment of the Northeast region, the industrial environment, the regional human resources environment and the social environment. Reduce or even eliminate employee dissatisfaction, meet employee expectations, and conclude a psychological contract between employees and the company, so as to solve the problem of employee turnover as much as possible, from the point of view, from R refractory company as the starting point, affect other companies I hope that this will promote the transformation of local enterprises and bring vitality and positive development to the local economy. First, take multiple measures to meet the expectations of the company and employees, such as the organizational structure, the growth platform that meets the employee's psychological contract, and the company's talent echelon construction. Thirdly, the reform of incentive human resources related systems, such as salary and welfare reform, improvement of performance appraisal system, and establishment of a fair promotion system. Finally, improve the organization and other human resources functions. For example, corporate culture construction, improved recruitment management, and enhanced separation management. Due to my research level and the limitations of the research industry, there are still many research limitations and deficiencies. First, there are limitations to the reference significance of non-refractory enterprises. The object studied in this thesis is the refractory industry, which belongs to the traditional manufacturing industry. This industry is limited by the downstream steel and cement industries, and the current state restrictions on mine resources and environmental protection, so the entire industry is greatly affected by national policies. Second, the R Refractory Group is now in the down phase of the corporate life cycle. The company lacks vitality, and the thinking of practitioners in the traditional industry has solidified. The employees in the group have long working hours in the company and limited access to the outside world. Third, R Refractory Group (Asia) has two factories in China, one mining company and two trading companies. It has its own advantages for the talent echelon construction and rotation program. This measure may not be suitable for a single-structure private enterprise. Enterprise development depends on talents, and employee turnover will hinder the long-term development of enterprises. Especially in the northeast, under the objective conditions of poor economic macro environment, net outflow of population and net loss of human resources, employee turnover and economic development have become a negative cycle. Based on this, in the human resources work of enterprises, the problem of employee turnover cannot be ignored. It is necessary to combine various methods to solve the problem of employee turnover effectively, reasonably and scientifically, so as to improve the quality of personnel in the context of lack of human resources. Transform as much as possible into the productivity required for business operations, and in a increasingly competitive market environment, the company will be in a favorable position and take the initiative to promote sustainable, efficient and long-term development. In the northeast, the concept of human resource management of enterprises is relatively backward. Due to the influence of regional culture, there are certain difficulties in implementation. For the solution in this article, we must do the following two things in order to track and improve the solution in this article in time. On the one hand, this thesis puts into practical application for the solution of the employee turnover problem of R refractory group. Strengthen tracking and evaluation in practical applications, continue to find problems, and improve the deficiencies. On the other hand, it is constantly improving and adjusting during implementation. The management and resolution of employee turnover problems is a dynamic process. R Refractory's employee turnover management work is constantly adjusted and optimized as the company's internal needs and external environment change. In summary, this thesis hopes that the above research and solutions can help R refractory companies solve the current problem of employee turnover, enhance the attractiveness of enterprises to talents, reduce the turnover rate, and promote enterprises for R refractory enterprises. The development of outstanding talents can also provide reference and reference value for the same industry or other traditional manufacturing industries.
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