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论文编号：	11735
作者编号：	2120183011
上传时间：	2020/6/20 10:26:31
中文题目：	开放系统视角下员工离职退出过程研究——性质界定、影响识别及管理对策
英文题目：	A Study on Employee''s Exit Process From the Perspective of Open System——Nature Definition, Influence Identification and Management Countermeasures
指导老师：	袁庆宏
中文关键字：	离职退出过程；离职员工；性质界定；影响识别；离职管理
英文关键字：	exit process; leaver; internal nature; influence; turnover management
中文摘要：	目前员工离职研究的相关成果不胜枚举，并形成了从关注离职前因到探索离职结果的完整的研究链条，但对于员工在做出离职决定后是如何离开组织的却探讨甚少。本研究将员工做出离职决策到其实际离开组织的这段时间称为离职退出过程。在传统研究中，该过程多被视为员工与组织之间关系的结束期，企业对该过程的管理也多局限于以离职手续办理和风险防控为主的被动处理方式。然而，随着员工与组织之间关系的非稳态化，员工的跨组织流动现象日益频繁。面对不断扩大的离职员工群体，部分企业的离职管理开始转向以关系维护和价值挖掘为主的主动管理模式。本研究认为，该转变源于对员工离职退出过程的认知变化，因此本文将“离职退出过程”作为研究对象。 离职退出过程的特殊性在于其是组织与作为“组织成员”身份的个体的最后的互动和影响阶段。该过程具有明显的差异性，一方面体现在员工离职方式和管理者应对方式的多样性；另一方面体现在不同的离职方式给组织带来的差异化影响。有些离职员工在该过程中与组织闹得“不欢而散”，对组织的声誉和口碑造成极大的伤害；还有些离职员工能与企业“优雅分手”，甚至在正式脱离后仍与企业保持着“离而未断”的社会关系，并对原组织产生着持续的积极影响。因此，本文以员工的离职退出过程为研究对象具有重要的理论和现实意义。 本研究采用文献回顾、半结构化访谈和二手资料梳理等研究方法，在对组织理论、员工与组织间的基本关系以及离职研究进行综述的基础上，致力于对离职退出过程的内在特点和性质进行界定，并识别该过程对组织所产生的影响。在开放系统组织观的启发下，本研究识别出了离职退出过程的三个深层特点：非还原性、延续性和综合性。在这三个特点的基础上，本文借用社会网络理论中的“脱嵌”观点对员工离职退出过程的内在性质进行了界定。通过对访谈资料和二手资料的分析，本文对离职退出过程中员工和上级的不同行为方式进行了划分，并识别了该过程对组织所产生的近端和远端影响。最后，本文在以上论述的基础上，针对企业的离职管理现状，提出了相应的管理措施建议。
英文摘要：	There is currently a plethora of research on employee turnover and a complete chain of research from focusing on the antecedents to exploring the outcomes of turnover, but there is little exploration of how employees exit the organization after making the decision to leave. This study refers to the period of time between an employee's decision to leave and their actual departure from the organization as the “exit process”. In traditional research, this process is often seen as the end of the relationship between the employee and the organization, and the management of the process is mostly limited to such operational matters as the handling of resignation procedures, risk prevention and control. However, with the de-stabilization of the relationship between employees and the organization, cross-organizational mobility of employees is becoming more frequent. In the face of the expanding group of departing employees, some enterprises began to shift their turnover management to a proactive management mode based on relationship maintenance and value mining. In this study, it is argued that the shift stems from the change in the perception of the employee’s exit process, therefore, the “exit process” is the study object of this paper. The specificity of the exit process is that it is the final stage of interaction and influence between the organization and the individual as a “member of the organization”. The process is markedly differentiated, on the one hand, by the diversity of how employees leave and how managers respond, and on the other hand, by the differentiating impact that different ways of leaving have on the organization. According to the management reality, some former employees break up with the organization in disagreement, which causes great damage to the reputation of the organization; on the other hand, some former employees break up gracefully with the enterprise, and still maintain a good social exchange relationship with the original organization even after they exited, which has a continuous positive impact on the original organization. These phenomena show that the employee’s exit process is not just a simple process for leaving. Therefore, it has important theoretical and practical implications in studying the process of employee exit. This research adopts research methods such as literature review, semi-structured interviews and secondary data analysis. Based on the review of organization theory, employee-organization relationship, and turnover researches, this study is devoted to define the inherent characteristics and the nature of the exit process, and identify the impact of the process on the organization. Inspired by the organization view of open-system, this study has identified three deep features of the exit process: non-reducibility, continuity, and comprehensiveness. On the basis of these three features, this paper defines the intrinsic nature of the employee’s exit process by borrowing the concept of “de-embedding” from social network theory. Through the analysis of interview data and secondary data, This study classifies the different behaviors of employees and their superiors during the exit process, and identifies the proximal effects and distal effects of the process on the organization. Finally, this paper puts forward corresponding management measures and suggestions for the current status of the company’s turnover management.
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