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论文编号：	12946
作者编号：	2320190550
上传时间：	2021/12/14 16:46:24
中文题目：	基于激励因素分析的SL公司关键岗位人才保留策略优化研究
英文题目：	Research on Optimization of Talent Retention Strategy for Key Positions in SL Company Based on Incentive Factor Analysis
指导老师：	胡望斌
中文关键字：	回归分析；离职倾向；员工满意度；关键岗位人才
英文关键字：	Regression Analysis; Turnover Intention; Employee satisfaction; Key talents
中文摘要：	随着经济与科技的迅猛发展，人才尤其是关键岗位人才在企业中的作用越来越重要。企业保持核心竞争优势、推进可持续发展都离不开关键岗位人才的支持。企业关键岗位人才的流失对企业的影响不仅在于人力成本的损失，还容易造成商业泄密、客户流失等问题，给经营企业带来较大的风险。如何降低企业关键人才流失风险，同时提高企业对优秀人才的吸引力，是当前竞争激烈的环境下，各企业人力资源管理部门都要面临和解决的难题之一。本文以SL公司的关键岗位“群体老板”为研究对象，通过分析该关键岗位人才的激励因素对其离职倾向的影响，探讨该关键岗位人才的保留策略的优化。 首先，介绍了论文研究的背景和意义、研究现状、研究方法及内容。并概述了关键人才、工作满意度、员工离职相关的理论。其次，对SL公司、关键岗位人才管理制度以及其离职现状进行了介绍。调查分析了SL关键岗位人才对公司人力资源管理的满意度，并根据调查结果总结了SL公司关键岗位人才离职的原因：企业文化给予员工的安全感和归属感不足、员工工作负荷与薪酬福利匹配度不高、绩效管理效率不高和竞争对手猎聘。然后，实证分析了SL公司关键岗位人才激励因素对其离职倾向的影响关系。将激励因素划分为五个维度：企业人际关系维度、人才自我实现感、基本薪酬福利、差异化灵活薪酬福利、公平的绩效体系。设计了激励因素和离职倾向的测量量表，并据此构建了研究假设和模型。实证分析验证了该假设模型，分析结果表明：激励因素的五个维度都对离职倾向有负向影响，其中，负向影响作用最大的是人才自我实现感，其次是公平的绩效体系，作用最小的是差异化灵活薪酬福利。最后，根据SL公司关键岗位人才激励因素对其离职倾向影响的分析结果，从重视与人才沟通和人际关系的改善、营造良好的人才自我实现环境、完善基本薪酬福利制度、设立差异化薪酬福利方案和构建公平的绩效评估体系五个方面提出了SL公司关键岗位人才保留策略的优化建议。并从获得管理层支持、制度保障和效果评估三个方面提出了策略优化的保障措施。
英文摘要：	In the wake of the mushroom growth of economy and science and technology, talents, especially those in key positions, play a more and more important role in enterprises. Enterprises can not maintain their core competitive advantage and promote sustainable development without the support of talents in key positions. The impact of the brain drain of key positions on the enterprise not only lies in the loss of human cost, but also easy to cause problems such as commercial disclosure and customer loss, which brings great risks to the operating enterprise. How to reduce the risk of key brain drain and improve the attraction of enterprises to excellent talents is one of the difficult problems that human resources management departments of enterprises have to face and solve in the current competitive environment. This dissertation takes the "group boss" of the key position of SL Company as the research object, and discusses the optimization of the retention strategy of the key position talents by analyzing the influence of the incentive factors of the key position talents on their turnover intention. Firstly, it introduces the research background and significance, research status, research methods and content. It also summarizes the relevant theories of key talents, job satisfaction and employee turnover. Secondly, it introduces SL Company, key talent management system and the resignation status of key talents. This dissertation investigates and analyzes the satisfaction of SL key talents with the company's human resource management, and summarizes the reasons for the resignation of SL key talents according to the survey results: insufficient sense of security and belonging given to employees by corporate culture, low matching between employee workload and salary and welfare, low efficiency of performance management and hunting by competitors. Then, it empirically analyzes the influence of key talent incentive factors on SL Company's turnover intention. The incentive factors are divided into five dimensions: enterprise interpersonal relationship dimension, talent self realization, basic salary and welfare, differentiated flexible salary and welfare, and fair performance system. Designed the measurement scale of incentive factors and turnover intention, and constructed the research hypothesis and model. The empirical analysis verifies the hypothetical model. The analysis results show that the five dimensions of incentive factors have a negative impact on turnover intention. Among them, the greatest negative impact is the talent's sense of self realization, followed by the fair performance system, and the smallest impact is the differentiated flexible salary and welfare. Finally, according to the analysis results of the impact of talent incentive factors in key positions of SL Company on their turnover intention, from paying attention to the improvement of communication and interpersonal relationship with talents, creating a good talent self realization environment, improving the basic salary and welfare system This dissertation puts forward some suggestions on the optimization of talent retention strategy in key positions of SL Company from five aspects: establishing differentiated salary and welfare scheme and building a fair performance evaluation system. It also puts forward the guarantee measures of strategy optimization from three aspects: obtaining the support of management, system guarantee and effect evaluation.
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