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论文编号：	11785
作者编号：	2120183047
上传时间：	2020/6/21 14:50:28
中文题目：	基于个人—环境匹配视角的DK公司新生代员工流失及管理策略研究
英文题目：	Research on The New Generation Employee Turnover and Management Measures in DK Company based on Individual-Environment Matching Model
指导老师：	孟繁强
中文关键字：	个人—环境匹配模型； 员工流失； 新生代员工； 管理策略
英文关键字：	Individual-environment matching model；Employee turnover； The new generation employee；Management measures
中文摘要：	员工流失问题一直是企业人力资源管理关注的焦点，它不仅体现了一家企业的管理水平和发展状况，也直接影响企业在未来能否持续运营健康发展。随着85后和90后员工逐渐成为职场的主力军，他们给企业注入了新鲜的理念、知识和动能，但同时他们独特的个性、全新的思维方式和价值观念也给企业管理工作带来前所未有的挑战，这其中最让管理者们担心焦虑的问题就是该群体长久以来居高不下的流失率。因此，本文选择了新生代员工流失问题作为研究主题，通过理论模型与案例分析相结合的方式来探讨85后及90后员工离职的深层原因和相应的管理策略。 论文在代际理论的基础上回顾了不同时期学者们对新生代员工的界定并明确了在本文的研究背景下其所指代的具体人群范围。然后分析了该群体的成长经历、性格特征、工作价值观和目前学界比较推崇的管理模式和方法。而后文章梳理了员工流失领域的主要研究成果和理论模型，并将其中的个人—环境匹配模型作为本文研究和应用的重点进行了详细的介绍和分析。 论文以DK公司作为案例研究对象，首先对该公司的概况和人力资源现状进行了介绍，然后对新生代员工的流失情况进行了统计并分析了对公司造成的影响。然后本文通过查阅离职资料、进行员工访谈等形式调查新生代员工离职的具体原因，运用个人—环境匹配模型从个人与工作匹配、个人与社群匹配以及个人与企业匹配三个层面对调研结果进行分析和解释，最终得出导致DK公司新生代员工流失的五项主要因素。最后针对这五项因素，本文从公司价值定位和目标规划、组织架构和管理体系、人力资源管理功能构建、企业文化体系完善和组织沟通机制搭建五个方面分别给出相应的解决对策和管理建议。 论文在最后再次回顾了本文的研究主题、研究目标和写作思路，总结了在理论和实践两个方面得出的观点和结论，并在最后指出了文章中存在的不足以及今后需要改进和努力的方向。
英文摘要：	The problem of employee turnover has been the focus of enterprise human resource management for a long time, which not only reflects the management level and development of an enterprise, but also directly affects whether the enterprise can operate healthily in the future. As the post-1985s and the post-1990s gradually become the main force in the workplace, they have injected fresh ideas, knowledge and momentum into the enterprise, but at the same time, their unique personality, brand-new way of thinking and values also bring unprecedented challenges to the management of enterprises, one of the biggest worries for managers is this group's long standing high turnover rate. Therefore, this paper chooses the problem of the new generation employee turnover as the research topic, through the combination of theoretical model and case analysis to discuss the deep reasons and corresponding management measures of the post-1985s and the post-1990s employees turnover. On the basis of the generational theory, this paper reviews the definition of the new generation of employees in different periods and defines the specific scope they refer to in the context of this study. Then it analyzes the group's growth experiences, personality characteristics, work values and the management models and methods that the academic circles are currently advocating. Then the paper reviews the main research achievements and theoretical models in the field of employee turnover, and introduces the individual-environment matching model which is taken and applied as the focus of this paper. This paper takes DK company as the case study object, first introduces the general situation of the company and the present situation of human resources, then makes statistics on the turnover of new generation employees and analyzes the impact on the company. Then this paper investigates the specific reasons for the turnover of the new generation employees by consulting the turnover documents and conducting employee interviews, the research results are analyzed and explained from three aspects: individual-job matching, individual-community matching and individual -enterprise matching by using the individual-environment matching model, finally, five main factors that lead to the turnover of new generation employees in DK companies are concluded. Finally, in view of these five factors, this paper gives the corresponding countermeasures and management suggestions from five aspects: company value orientation and objective programming, organization structure and management system, human resource management function construction, enterprise culture system perfection and organization communication mechanism construction. At the end of the paper, the author reviews the research subject, the research objective and the writing thought again, and summarizes the viewpoints and conclusions in theory and practice, finally, the paper points out the shortcomings and the direction of improvement and efforts in the future.
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