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论文编号：	12969
作者编号：	2320170604
上传时间：	2021/12/15 13:32:26
中文题目：	新型制造业企业一线生产员工离职问题研究 ——以天津TY电工材料公司为例
英文题目：	Research on the turnover of front line employees in new manufacturing-Taking Tianjin TY electrical materials company as an example
指导老师：	李亚 副教授
中文关键字：	新型制造业企业；一线生产员工；离职行为；扎根理论
英文关键字：	New manufacturing enterprises; Front-line production staff; Turnover behavior; Grounded theory
中文摘要：	摘要 现如今，人才已成为国富民强、社会发展、科技创新、经济提升以及企业竞争的核心驱动力，作为工业化产业主体的制造业无疑成为国家竞争力的核心体现，相较于传统制造业，以人为本是新型制造业的首要核心，人才力量更是我国新型制造业持续健康发展的关键。 天津TY公司是天津市TY电工材料有限公司改制企业，属于新型制造业企业，近五年来TY公司主动离职一线生产员工数量呈现逐年加剧的不利局面，各年员工流失率均超过10%的正常范畴，且年均23.57%的一线生产员工离职率超过了国家和天津市的平均水平（前程无忧人力资源调研中心《2021离职与调薪报告》：2020年我国制造业平均离职率为17.8%；非一线城市平均离职率为14.6%）并呈现出逐年加剧的态势，对TY公司的用工成本和企业氛围均产生了不利影响。一线生产员工是新型制造业务的主体及核心力量，如何有效缓解一线生产员工的离职问题成为TY公司亟待解决的核心问题。 本文以TY公司作为研究案例开展一线生产员工离职问题研究。首先，本文应用文献研究法大量查阅并梳理归纳现阶段国内外有关员工离职方面的相关研究，在简要介绍TY公司基本情况的基础上，全面分析现阶段TY公司人力资源管理现状及一线生产员工离职现状，阐明TY公司开展员工离职问题研究的必要性和迫切性。之后，应用扎根理论研究法设计访谈提纲并进行深入访谈，基于Price-Mueller（2000）模型设计调查问卷并进行数据统计分析，即基于定性与定量相结合的研究方法，结合TY公司一线生产员工的实际情况，最终分析得出薪酬福利、员工培训、晋升机会和工作压力是TY公司一线生产员工离职行为的核心影响因素，并有针对性地提出具体的缓解对策，并分别从人才、制度和文化三个方面提出具体的保障措施，确保TY公司一线生产员工离职行为缓解对策的顺利实施。
英文摘要：	Abstract Nowadays, talents have become the core driving force for the prosperity of the country and the people, social development, technological innovation, economic improvement and corporate competition. The manufacturing industry as the main body of the industrialized industry has undoubtedly become the core embodiment of national competitiveness. Compared with traditional manufacturing, people-oriented It is the primary core of the new manufacturing industry, and the power of human resources is the key to the sustainable and healthy development of my country's new manufacturing industry. Tianjin TY Company is a restructuring enterprise of Tianjin TY Electrical Materials Co., Ltd. and belongs to a new type of manufacturing enterprise. In the past five years, the number of TY Company's voluntary resignation of front-line production employees has shown an unfavorable situation that has been increasing year by year, and the employee turnover rate has exceeded 10% of the normal range. , And the average annual turnover rate of 23.57% of the front-line production staff exceeds the national and Tianjin average (NASDAQ:JOBS "2021 Resignation and Salary Adjustment Report": The average turnover rate of my country's manufacturing industry in 2020 is 17.8%; The average turnover rate in non-first-tier cities is 14.6%) and has shown an increasing trend year by year, which has adversely affected TY's labor costs and corporate atmosphere. Front-line production employees are the main body and core force of the new manufacturing business. How to effectively alleviate the resignation of front-line production employees has become a core issue that TY Company urgently needs to solve. This article uses TY company as a research case to carry out research on the turnover of front-line production employees. First of all, this article uses the literature research method to review and summarize the relevant research on employee turnover at home and abroad at this stage. On the basis of a brief introduction to the basic situation of TY company, it comprehensively analyzes the current situation of TY company human resource management and the resignation of front-line production employees. The status quo, clarified the necessity and urgency of TY's research on employee turnover. After that, the grounded theory research method was applied to design the interview outline and conduct in-depth interviews. Based on the Price-Mueller(2000) model, the questionnaire was designed and data statistical analysis was carried out. According to the actual situation, the final analysis shows that salary and benefits, employee training, promotion opportunities and work pressure are the core influencing factors of TY's front-line production employees' turnover behavior, and specific mitigation countermeasures are put forward, and the talents, systems and culture are analyzed separately. Three specific safeguards were put forward to ensure the smooth implementation of countermeasures to mitigate the turnover behavior of TY's front-line production employees.
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