联系我们

论文查询结果	返回搜索

论文编号：	11502
作者编号：	2120163093
上传时间：	2019/12/19 19:15:38
中文题目：	G工程研究院核心员工离职问题分析与对策研究
英文题目：	Analysis and countermeasure research on the dimission problem of the core staff in the institute
指导老师：	袁庆宏
中文关键字：	核心员工；心理契约；连续离职；知识；研究型单位；
英文关键字：	core employee；psychological contract ；continuous resignation； knowledge；research unit；
中文摘要：	中小型科技企业作为中小企业与科技企业的交集，是我国经济活动中最具活力的一部分，是极具研究价值的企业群体。由于近十几年来的快速稳定发展，现已成为我国高新技术产业化中的主力军和科技进步的重要力量。核心技术人员掌握着企业的核心知识、核心技术、关键诀窍或专利机密等核心资源，创造和发展核心技术进而持续推动企业技术升级和变革，对企业有着重大贡献和深远影响。在中小型科技企业知识管理机制尚很不健全的情况下，核心技术人员的离职所直接导致的知识、技术、机密的流失足以使其陷入停滞甚至破产。因此，如何防范这种风险是中小型科技企业面对的一个重要课题。 本文以科研型企业G企业为例，通过分析近十年核心员工的离职情况，研究导致员工离职的内部原因和外部原因，并做出合理建议以降低核心员工离职率。近几年，招聘对象均为本科以上学历的知识型员工。但是随着互联网的激烈竞争，很多知识型员工的产生了离职行为，究其原因，除了追求更好的职业生涯发展、更有诱惑力的薪酬福利待遇、更适合自己的发展平台以外，员工与组织签订的经济契约与员工的心理契约出现破裂也是左右知识型员工离职 的一个重要因素。本文通过对心理契约理论进行梳理，发现影响知识型员工心理契约建设包含 交易性、关系性、发展性三个维度， 企业承担责任的变化、员工承担责任的变化、职业管理趋势的变化，发展初期的合理规划、发展中期的持续培养、发展后期的全力支持。同时基于员工互动视角对G研究院连续离职分析，员工互动，是基于工作产生的，通过工作交流建立起来的互动。而且，员工互动并不是基层员工的互动，平级和不同级别的员工同样存在着互动，互动就代表着交流，有交流必然就有互动。目前，G研究所的员工互动方面做的不到位，上下级之间以及员工平级之间矛盾重重，极大的制约了G研究院的健康发展。 基于G研究院的离职情况的分析，本文对G研究院核心人员流失进行了成因分析，首先是结构性离职分析， 这里的结构性离职指的是由于公司本身的架构和体系导致的离职，其中导致结构性离职的原因是长期的、稳定的不易改变的。其次是收益性离职分析，当同行业企业或者类似工作岗位可以提供更高的工资和待遇时，原来的企业就势必无法让核心员工达到满意。最后是企业定位偏差导致离职，科研项目和检测项目定位不清晰，科研团队和检测团队人员定位不明确，现有各专业与市场衔接的定位混乱。其次是内部原因分析，这里的内部原因主要是指高知员工自己本身的特点，作为一个单位的核心员工，区别的其他普通员工的最主要区别。通常具有很强的自主性和创新性、工作过程难以监控、价值贡献差异、自我价值实现度高、对上下级领导的这种观念相对淡薄、自我价值优越感强、专业忠诚度较高，企业忠诚度较低。工作选择的高流动性、流动方式的多样性。 最后提出了G研究院缓解人员流失的对策建议，制定同行引进与自行培养相结合的招聘体系，同行引进不仅可以由人资部门直接到社会上去发布招聘信息，也可以委托专业猎头公司进行招聘，可以把系统内部兄弟检测公司，以及通过各种成果鉴定会、技术交流会、专业专题会议等途径认识的其他同类公司进行资源筛分和资源整合，而后在开展技术交流的同时建立合作关系，与其进行人才交流。将人员测评充分结合至招聘流程中去，由人事部门协调，抽调相对固定的技术专家，组成相对统一和独立的面试组，在面试环节采取统一的考核标准，理想情况下，面试组要安排技术专业和心理专业的面试官共同参与，对人才进行全方位考量。健全完善有激励性的薪酬福利管理模式，薪酬制度的建立首先必须对现有工作岗位进行进一步细分，采取多种分类方式，对现有岗位进行分类和分组设定，对应不同类别和组别的岗位必须有对应的薪酬体系，最终的薪酬体系要做到协调统一，薪酬体系的公布，必须要经过专业人资人员的审核，必要时，可以就薪酬制度进行广泛的员工调研，收集意见建议，以便使得薪酬制度能符合绝大部分人的心理预期。同时要合理规划岗位体系是企业领导者必做的功课，打仗需要连排班组，企业的运营和发展，犹如一场没有硝烟的战斗，企业也要有科学合理的岗位体系，才能把各项业务落实到位。 本文也通过对G研究院自 2011 年——2019 年间知识型员工的变动情况分析，梳理出导致知识型员工发生 离职以及留职行为的因素。通过对有代表性员工进行访谈，深入剖析组织与员工 间心理契约的作用原理，探究出组织对于员工心理契约建设的管理干预机制。 本论文在以上研究成果的基础上，提出了改进知识型员工建设的管理建议，提出了构建包含科学合理的工资福利结构、内外部公平的薪酬体系，良好的工作环境以及全面报酬管理思想的交易性心理契约体系；构建包含认同的企业文化、融洽的情感氛围、高效的沟通机制的关系性心理契约体系；构建包含职业生涯管理指导、晋升通路扩大化的发展性心理契约体系，实现动态化、全程化的心理契约管理，促进员工对于组织的依赖感和忠诚度。本文通过以上综述，立足于解决人力资源管理实际问题，提出了若干针对性的解决办法，为企业解决知识型员工流失问题提供一些参考。
英文摘要：	Small and medium-sized technology enterprises, as the intersection of small and medium-sized enterprises and technology enterprises, are the most dynamic part of China's economic activities and are a group of enterprises with great research value. Due to the rapid and stable development in the past ten years, it has become the main force in China's high-tech industrialization and an important force for scientific and technological progress. Core technicians hold core resources such as core knowledge, core technologies, key flaws or patent secrets, create and develop core technologies and continue to promote enterprise technology upgrades and changes, which have significant contributions and far-reaching impacts on enterprises. In the case that the knowledge management mechanism of small and medium-sized technology enterprises is still not perfect, the loss of knowledge, technology and confidentiality directly caused by the departure of core technical personnel is enough to cause them to stagnate or even go bankrupt. Therefore, how to prevent this risk is an important issue facing small and medium-sized technology companies. This paper takes the research enterprise G enterprise as an example. Through analyzing the turnover of core employees in the past ten years, this paper studies the internal and external causes of employee turnover and makes reasonable suggestions to reduce the core employee turnover rate. In recent years, the recruitment targets are all knowledgeable employees with bachelor degree or above. However, with the fierce competition of the Internet, many knowledge workers have caused their resignation behavior. The reason is that in addition to pursuing better career development, more attractive salary and benefits, and more suitable for their own development platform, employees and The breakdown of the economic contract signed by the organization and the psychological contract of the employees is also an important factor in the departure of knowledge workers. Through combing the theory of psychological contract, this paper finds that the psychological contract construction affecting knowledge workers includes three dimensions: transactionality, relationship and development. The change of responsibility of enterprises, the change of employees' responsibility, the change of career management trend, the early stage of development Reasonable planning, continuous development in the medium term, and full support in the later stages of development. At the same time, based on the perspective of employee interaction, the G Institute's continuous separation analysis, employee interaction, is based on the work generated, through the interaction of work exchange. Moreover, employee interaction is not the interaction of grassroots employees. Levels and employees at different levels also have interactions. Interactions represent communication, and communication is bound to have interaction. At present, the staff interaction of the G Research Institute is not in place, and there are many contradictions between the upper and lower levels and the employee level, which greatly restricts the healthy development of the G Academy. Based on the analysis of the resignation situation of the G Research Institute, this paper analyzes the causes of the core personnel loss of the G Academy. The first is the structural separation analysis. The structural resignation here refers to the departure due to the company's own structure and system. The reasons for structural separation are long-term, stable and difficult to change. Secondly, the profitability separation analysis, when the same industry enterprises or similar jobs can provide higher wages and treatment, the original enterprises will not be able to satisfy the core employees. Finally, the deviation of the company's positioning led to the departure, the positioning of scientific research projects and testing projects is not clear, the positioning of the research team and the testing team is not clear, and the existing professional and market connections are chaotic. The second is the internal cause analysis. The internal reasons here mainly refer to the characteristics of the Kochi employees themselves, as the core employees of a unit, the main difference between other ordinary employees. Usually have strong autonomy and innovation, difficult to monitor work process, difference in value contribution, high self-reality realization, relatively weak concept of superior and subordinate leaders, strong sense of self-worth and high professional loyalty. Loyalty is low. The high mobility of work choices and the diversity of flow patterns. Finally, it puts forward the countermeasures and suggestions for the G Academy to alleviate the loss of personnel, and develops a recruitment system that combines the introduction of peers with self-cultivation. The introduction of peers can not only release the recruitment information directly from the human resources department to the society, but also entrust a professional headhunting company to recruit. It is possible to carry out resource screening and resource integration through the internal brother detection company of the system, as well as other similar companies that have been recognized through various results appraisal meetings, technical exchange meetings, professional conferences, etc., and then establish a cooperative relationship while conducting technical exchanges. Conduct talent exchange. Fully integrate personnel assessment into the recruitment process, coordinate with the personnel department, and draw relatively fixed technical experts to form a relatively unified and independent interview group, and adopt a unified assessment standard in the interview process. Ideally, the interview team should arrange the technology. Professional and psychological professional interviewers participate in a comprehensive consideration of talent. Improve and improve the incentive and compensation management model. The establishment of the salary system must first further subdivide the existing jobs, adopt a variety of classification methods, and classify and group existing positions, corresponding to different categories and groups. The position must have a corresponding salary system. The final salary system must be coordinated and unified. The announcement of the compensation system must be reviewed by professional personnel. If necessary, extensive employee surveys can be conducted on the compensation system to collect opinions and suggestions. In order to make the compensation system meet the psychological expectations of most people. At the same time, it is necessary to reasonably plan the post system. The squad needs to have a shift team. The operation and development of the enterprise is like a battle without smoke. Enterprises must also have a scientific and reasonable post system. The business is in place. This paper also analyzes the changes in knowledge workers from G Institute from 2011 to 2019, and teas out the factors that lead to the turnover and retention of knowledge workers. Through interviews with representative employees, the paper deeply analyzes the working principle of psychological contract between organizations and employees, and explores the organization's management intervention mechanism for employee psychological contract construction. Based on the above research results, this paper puts forward the management suggestions for improving the construction of knowledge workers, and proposes to construct a transaction that includes scientific and reasonable salary and welfare structure, internal and external fair salary system, good working environment and comprehensive compensation management ideas. Sexual psychological contract system; construct a relational psychological contract system that includes the corporate culture of identity, harmonious emotional atmosphere, and efficient communication mechanism; construct a developmental psychological contract system that includes career management guidance and promotion channel expansion, to achieve dynamic, The whole process of psychological contract management promotes employees' dependence and loyalty to the organization. Based on the above review, this paper puts forward some targeted solutions based on solving the practical problems of human resource management, and provides some reference for enterprises to solve the problem of knowledge-based employee turnover.
查看全文：	预览  下载(下载需要进行登录)