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论文编号：	5968
作者编号：	2120112780
上传时间：	2013/12/9 9:30:08
中文题目：	基于激励机制的关于M公司人才流失问题的研究
英文题目：	Research of Talent Drain Problem in M Company Based on the Incentive Mechanism
指导老师：	张国萍
中文关键字：	外资企业；公司治理；激励机制；人才流失
英文关键字：	Foreign capital enterprise; Cooperate governance; Incentive mechanism; Brain Drain
中文摘要：	改革开放后30年以来，随着中国经济的快速发展，各种类型的企业在中国大量涌现，这其中，在华外资企业已经成为助推中国经济发展的重要力量。在中国投资的外资企业在赚取利润的同时，也将其先进的管理理念、公司治理模式、尤其是其高效的激励机制带到了中国。在他们的启发下，越来越多的中国企业已经认识到，人力资本是企业最重要的资本，人才流失问题已经成为影响到社会、企业、劳动者本身的热点问题。 如何留住人才，特别是核心人才，是企业在竞争中能否立于不败之地的关键，同时也是长时间困扰广大企业的一个难题。在激烈的人才竞争中，大部分在华外资企业均表现出了较强的竞争力，这无疑与其广泛采用的高效的激励机制是密切相关的。高效的激励机制能够帮助企业吸引并保留优秀人才，从而提高企业的核心竞争力。但是，也有一些外资企业由于没有能够很好地解决跨国经营所面临的政治、经济、文化等方面的差异，造成企业的激励失效，员工频繁跳槽，增加了企业的人力成本，进而影响企业的发展。 M公司也不例外，人才流失问题一直是困扰管理层的重要问题之一。每年超过25％的人才流失率使M公司疲于应付更替员工，筛选、培训新员工也给公司带来巨大的成本损失。与此同时，大量的人才流失还造成了技术秘密、管理方法及客户资源等知识资产的泄漏，令管理者叫苦不迭。为防止人才流失，M公司必须建立起一套完善的激励机制，尽可能地留住优秀人才，使公司在激烈的竞争中处于不败之地。本文将试图从公司治理中的激励机制角度出发研究在华外资企业的人才流失问题，并由此帮助中国本土企业实现自身发展，同时对在华外资企业在中国的发展也能起到积极的促进作用。 本文针对M公司人才流失问题，以马斯洛层次需求理论、波特和劳勒的期望激励理论、公司治理激励机制等理论为指导，通过对M公司员工满意度及人力资源管理现状的调查研究，分析得出导致人才流失的主要原因，并提出解决这一问题的对策，建立适合M公司的人才流失防御体系。
英文摘要：	After the implementation of reform and open policy, in the recent 30 years, Chinese economy has been developing rapidly, along with which different kinds of enterprises emerge in large numbers, in which foreign capital enterprises had become an important motive power that contribute to the development of Chinese economy. Foreign capital enterprises gain profit in Chinese market on the one hand, on the other hand, they bring the advanced management theory, effective cooperate governance mode, especially highly efficient incentive mechanism to China. By their inspiration, an increasing number of Chinese companies realize that human resources is the most important resource of enterprise, talent drain has become the hotspot because of its serious negative effect to society, enterprise and employees themselves． How can enterprise reserve employees, especially core employees is the sixty-four dollar question for the success of an enterprise and is also a problem that has been puzzling many enterprisers for a long time. Most of the foreign capital enterprises in China unfolded their competitive power in the intense human resources market, it could certainly be attributed to the highly efficient incentive mechanism. Highly efficient incentive mechanism contribute to absorbing and reserving human resources, then enhance the core competitive power. However, some of them could not handle the politics, economy and culture differences engendered from transnational operation, then gave rise to the failure of incentive, brain drain, increased the human cost, at last hinder the development of the company. M Company meets the same problem．The leaders have been puzzling by brain drain for a long time．High percentage of brain drain over 25% makes M Company tired of replacing employees．Choosing and training new employees also lead to huge cost．At the same time, the leaders are suffering the betrayal of technical secret, management know-how and customer information, which is caused by great brain drain．In order to avoid brain drain, M Company must establish a perfect system of human resources to prevent employee flow and save as many good employees as they can．Only in this way can enterprise develop on a steady basis and succeed in the fierce competition. This article will attempt to research brain drain problem with foreign companies in China from the perspective of the incentive mechanism in corporate governance. From this it can help local companies achieve their own development ,at the same time play a positive role in promoting the development for foreign companies in China. This article aim at the brain drain problem of M Company, guided by Maslow hierarchy of needs theory, Porter and Lawler the expectations of the incentive theory, incentive mechanism of corporate governance, etc. We analysis the primary cause lead to brain drain , propose the countermeasure to this problem and establish defense system of brain drain suit M Company, via the investigation of employee satisfaction and the present situation of human resource management with M Company.
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