联系我们

论文查询结果	返回搜索

论文编号：	11230
作者编号：	2320170526
上传时间：	2019/12/9 17:34:09
中文题目：	A会计师事务所天津分公司的离职问题分析及对策研究
英文题目：	Analyze the Reasons and Countermeasures of Leaving the Tianjin Branch of Accounting Firm A
指导老师：	李圭泉
中文关键字：	人力资源管理；会计师事务所；知识型员工；离职问题
英文关键字：	human resource management; professional accounting service firm; knowledge-based employee; the rising turnover rate
中文摘要：	随着经济全球化进程的加快，A会计师事务所借助自己的外资背景在中国各大城市开设分公司拓展当地业务的同时，很多优秀毕业生在其中开启了自己职业生涯的重要阶段。由于外企培养人才的方式和对人才储备的认知，有相当一部分招聘都是面向应届毕业生的。对于条件优越的应届毕业生来说，入职时过五关斩六将的难度并不会影响未来离职的决心。根据客观情况了解到，天津分公司有相当一部分的在职员工都萌生过离职的念头，而提交辞职信早已屡见不鲜。公司的业务性质使其主要由知识型员工组成，他们的离职会比劳动密集型的员工离职危害更大。 本文通过发现A会计师事务所天津分公司的知识型员工高流失这一问题，在融入相关理论基础上，结合访谈和调查问卷从不同角度圈定了导致离职问题的三个主要层面，其深层问题主要存在于公司组织决策层面，人力资源管理部门的职能，以及离职员工主观认知。 针对公司组织决策层面的问题，主要有员工薪酬结构不合理、工作环境有待改善、以及针对新员工的招聘方式相对单一。人力资源职能的缺陷主要体现在制定的员工晋升路径相对模糊，同时没有给员工制定明确的职业发展规划。在访谈和问卷时还发现离职员工的主观认知存在一定短板，比如入职前对工作的错误认知在入职后没能及时转变过来，或者职场中心里承受能力较弱，以及职业生涯规划的转变。 在此之上，通过针对矛盾点的分析，因地制宜地提出相关对策和建议，分别从企业决策层面开始，解决离职的问题是发掘管理者自身问题的一个过程，因此建议先缓解阶级矛盾，再自上往下的分别贯彻完善人力资源管理部门的职能和普惠员工的行动。最终让管理者以身作则，职能部门充分发挥作用，充分协调各方利益，让员工真正感到被重视被需要，从而缓解知识型员工流失的问题。
英文摘要：	With the acceleration of the process of economic globalization, accounting firm A has set up branches in major cities of China to expand its local business with its own foreign background. Meanwhile, many outstanding graduates have started an important stage of their career. Due to the way of training talents and the cognition of talent reserve, the considerable part of the recruitment is designed for new graduates. For the graduates with excellent capabilities, the difficulty of being chosen at recruitment will not stop the willing to leave when they have made up their mind. Generally speaking, large number of employees in Tianjin Branch have ever thought of leaving. However, apparently, the knowledge-based employees’ turnover will do more harm than that of labor-intensive employees. This paper noticed the problem of high turnover among knowledge-based employees in Tianjin Branch of accounting firm A. Based on relevant theories, by taking into consideration of the results provided by interviews and questionnaires, there are mainly three aspects of the reasons bounded with company turnover rate. They usually lie in the organizational decision-making level, the function of human resource management department, and the subjective cognition of the resigned employees. In view of the organizational decision-making level of the company, unreasonable salary structure, work environment to be improved, and relatively single recruitment method for new employees can affect the stability of employment. The defect of human resource function is mainly reflected in the relatively vague promotion path and the lack of clear career development plan for employees. At the collection of interview and questionnaire result, we also found out the shortcomings in the subjective cognition of the resigned employees, such as the false cognition of the work before getting employed, or the weak emotional tolerance at workplace, and the change of career planning. As such, the paper puts forward relevant countermeasures and suggestions based on the fact. Starting from the decision-making level, exploring the problems of managers themselves from this turnover, followed by re-arranging the function of human resource management department and considerable actions for maintaining employees. In a word, the best way is when employees really feel themselves are valued and being taken important.
查看全文：	预览  下载(下载需要进行登录)