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论文编号：	12552
作者编号：	2320180709
上传时间：	2021/6/15 17:20:45
中文题目：	青岛SL集团公司员工离职倾向研究—基于职业成长预期的视角
英文题目：	Research on turnover intention of employees in Qingdao SL group:From the perspective of career growth expectation
指导老师：	齐善鸿
中文关键字：	离职倾向 职业预期 职业成长 留任意愿
英文关键字：	Turnover intention,career expectation; career growth,retention strategy
中文摘要：	近些年，中国制造业获得高速发展，达到了一定的智能化水平，但是制造型企业仍属于劳动密集型企业，对于人才的吸引力正在逐渐不断的削弱，劳动力逃离制造业，奔向服务业的趋势越来越明显。SL集团是一家涵盖轮胎的研发、生产、销售业务，在国内国外很多地方都建设了现代化、智能化的轮胎制造工厂，历经近20年的发展已经成为中国轮胎行业内的头部企业。即便如此，Sl集团公司员工的离职率依然高居不下，员工的频繁流动，已经给企业造成了高昂的成本损失。 为此，本文采用问卷调查法、个体访谈法，从员工职业预期的角度出发，通过从个人因素、工作因素、组织因素、市场因素等四个维度来研究SL集团公司员工离职倾向问题，通过对SL集团员工工作情况深入了解，基于职业成长预期视角提出研究方向全面剖析，了解到频繁离职的员工主要原因在于并未能取得令其满意的职业成长，在职业目标的进展、职业能力的提升、职位的晋升与报酬的增长等方面存在问题；通过对多篇文献的研究、理论学习和实际分析，梳理清楚关于员工离职、职业成长的相关研究成果；并对数据处理分析，提出留任员工的管理策略和建议，在员工萌生离职念头的关键时刻采取对策，及时留住关键员工，稳固人才队伍。本文提出遵循“以人为本，业绩导向”的基本思路，从职业发展机制、公平晋升机制、双向沟通机制、薪酬绩效机制等四个方面来优化SL集团公司的员工职业发展体系，留任优秀员工，增强员工归属感，实现有效管理，保障组织健康发展。
英文摘要：	In recent years, China's manufacturing industry has achieved rapid development and reached a certain level of intelligence. However, manufacturing enterprises are still labor-intensive enterprises, and the attraction for talents is gradually weakening. The trend of labor force escaping from manufacturing and running to service industry is becoming more and more obvious. SL group is a company integrating tire R & D, production, sales and service. It has modern tire manufacturing factories in many places at home and abroad. After nearly 20 years of development, SL group has become the leading enterprise in China's tire industry. But even so, the high turnover rate of employees, frequent flow, has brought high cost to the enterprise. Therefore, this paper adopts the methods of questionnaire survey and interview, from the perspective of career expectation, through the four dimensions of personal factors, work factors, organizational factors and market factors, to study the turnover intention of SL Group employees, Through in-depth understanding of the work situation of SL Group employees, based on the perspective of career growth expectations, this paper puts forward a comprehensive analysis of the research direction, and finds out that the main reason for frequent turnover of employees is that they have not achieved satisfactory career growth, and there are problems in career goals, career ability improvement, position promotion and remuneration growth, Through the study and analysis of a number of literatures, this paper clarifies the relevant research results on employee turnover and career growth, and analyzes the data processing, puts forward the management strategies and suggestions for the remaining employees, and takes countermeasures at the critical moment when the employees have the idea of leaving, so as to keep the key employees in time and stabilize the talent team.This paper puts forward the basic idea of "people-oriented and performance oriented", and optimizes the SL Company's staff career development system from four aspects, namely, career development mechanism, fair promotion mechanism, two-way communication mechanism and salary performance mechanism, so as to retain out- standing employees, enhance the sense of belonging of employees, realize effective management and ensure the healthy development of the organization.
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