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论文编号：	13340
作者编号：	2120202936
上传时间：	2022/6/12 17:23:47
中文题目：	H公司管理培训生高离职率原因分析及对策研究
英文题目：	Research on the Causes and Countermeasures of High Turnover Rate of Management Trainees in H Company
指导老师：	袁庆宏教授
中文关键字：	国有制造公司；管理培训生；高离职率；离职原因分析；应对策略
英文关键字：	State owned manufacturing company；Management Trainee； quit；turnover reason; countermeasure
中文摘要：	在我国经济不断崛起和中美贸易战不断加剧的大背景下，我国近年来大力鼓励自主研发科技创新，国有高新技术企业备受重视。人才对于企业赢得核心竞争力至关重要。但当前我国高新技术企业人才短缺问题却依然严重。对此，做好充分的人才培养与储备工作尤为重要。管理培训生多为应届毕业生，代表着90后甚至95后新生代青年中的优秀群体。传统国有企业改革，应多吸纳、储备青年人才，并充分发挥其价值，接受新思想、新理念，加速管理创新、技术创新、文化创新。应届毕业生走出校园直接步入第一家企业时，通常忠诚度较高，通常与企业文化适配度也将更高。但是当前，国内许多企业均存在管理培训生流失严重的现状。国有高新技术制造企业H公司，平均每年招录管培生达百人以上，现今培养的4届中，虽然有一些已经走上了中高层管理岗位，但人数较少，绝大多数管理培训生依然身处基层岗位，这与公司最初制定的预期项目目标相去较远，且培养期管理培训生的离职率高达40%以上，对此项目开展的整体满意度仍有待提高。未来根据公司发展需要，H公司将继续开展管培生项目，因此，对国有制造企业管理培训生高离职率原因进行深入分析并针对问题采取应对措施已刻不容缓。 本文以H公司为例，梳理并分析了离职理论研究、期望理论、人才培养等方面的相关文献，通过分析近2-3年H公司管理培训生离职情况，采用问卷调查与深度访谈的方式，从管理培训生的招募与配置、入职培训、轮岗学习、定岗培养四个环节深入剖析H公司管理培训生高离职率的组织动因，最后给出应对管理培训生高离职率的对策建议。以期通过管理培训生培养方案的完善，未来可以为企业提供更多相适配的优质管理者，为企业高质量发展不断注入新的动力。并希望本研究对同类企业能具有一定程度参考意义与价值。
英文摘要：	Under the background of the continuous rise of China's economy and the intensification of the Sino US trade war, China has vigorously encouraged independent R & D and scientific and technological innovation in recent years, and state-owned high-tech enterprises have attracted much attention. Talents are very important for enterprises to win core competitiveness. However, the shortage of talents in China's high-tech enterprises is still serious. In this regard, it is particularly important to do a good job in talent training and reserve. Most of the management trainees are fresh graduates, representing the excellent group of the post-90s and even post-95s youth. We should give full play to the reform and innovation of state-owned enterprises, absorb more traditional ideas and new management values, and fully absorb new talents. When fresh graduates go out of the campus and directly enter the first enterprise, they usually have higher loyalty and higher adaptability to the corporate culture. However, at present, many domestic enterprises have a serious loss of management trainees. H company, a state-owned high-tech manufacturing enterprise, recruits more than 100 management trainees every year on average. Although some of the four sessions of training have taken up middle and senior management positions, the number is small. The vast majority of management trainees are still in grass-roots positions, which is far from the expected project objectives originally formulated by the company, and the turnover rate of management trainees during the training period is as high as more than 40%, The overall satisfaction of this project still needs to be improved. In the future, according to the development needs of the company, H company will continue to carry out the management trainee project. Therefore, it is urgent to deeply analyze the reasons for the high turnover rate of management trainees in state-owned manufacturing enterprises and take countermeasures against the problems. Taking H company as an example, this thesis combs and analyzes the relevant literature on turnover theory research, expectation theory and talent training. By analyzing the turnover of management trainees in H company in recent 2-3 years, this thesis deeply analyzes the organizational motivation of high turnover rate of management trainees in H company from four links: recruitment and allocation of management trainees, induction training, job rotation learning and fixed position training by means of questionnaire and in-depth interview, Finally, the countermeasures and suggestions to deal with the high turnover rate of management trainees are given. It is expected that through the improvement of the training scheme of management trainees, enterprises can provide more suitable high-quality managers in the future and continuously inject new impetus into the high-quality development of enterprises. It is hoped that this study can have some reference significance and value to similar enterprises.
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