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| 论文编号： | 7317 | |
| 作者编号： | 2120122731 | |
| 上传时间： | 2015/6/5 9:52:00 | |
| 中文题目： | A能源服务公司技术员工离职问题与对策研究 | |
| 英文题目： | Research on the Turnover Problem and Solution for the Technical Employees of A Energy Service Company | |
| 指导老师： | 袁庆宏 | |
| 中文关键字： | 能源服务公司；技术员工；离职；改善策略 | |
| 英文关键字： | Energy Service Company; turnover; technical employee; improvement strategy | |
| 中文摘要： | 摘要 21世纪是知识经济高速发展的时代，企业间的竞争归根结底是知识和人才的竞争。如何留住人才，提高核心员工的稳定性和忠诚度是当代企业人力资源管理研究的重要课题之一。尤其是作为技术密集型行业的能源服务公司，技术员工的高离职率成为制约企业发展的重要因素。 A能源服务公司的业务几乎覆盖中国各大油气田现场，有着较高的技术研发和创新能力，业绩斐然。然而，近年来公司技术员工的离职率一直居高不下，如何改善成为企业面临的难题。 本文从A能源服务公司的实际情况出发，结合能源服务行业的自身特点和技术员工的特殊性，通过对国内外资料文献的总结和探讨，对A能源服务公司的技术员工离职原因加以分析。究其原因，一是行业内技术人才稀缺和同行对人才的激烈争夺等外部因素；另一个是组织内部因素，包括员工职业发展通道单一，培训制度不完善，薪酬福利不能有效反映技术能力；最后员工个人因素仍不能忽视，主要表现为身心因素和家庭因素两方面。 通过对离职因素的分析，从人力资源的招聘、培训、职业发展几方面提出一些具体改进策略。为了使优化策略落地得以实施，笔者提出了保证落实的一些必要条件，以达到降低A能源服务公司技术员工离职率的目的，帮助A公司在市场竞争中保持领先地位。 关键词： 能源服务公司；技术员工；离职；改善策略 | |
| 英文摘要： | Abstract The knowledge-based economy is rapidly developing in 21st century. The competition among enterprises has become a knowledge and talent competition. So it is an important research subject for Human Resources management that how to keep talent and improve talent loyalty. As technology-intensive industry, the high turnover rate has become the core factor to restrict the development of energy service enterprises. The business of A Energy Service Company covers all oil and gas field in China and achieves remarkable results. A Energy Service Company has a higher capacity of technical creation and research. However, in recent years, the turnover rate of technical employees stays at a high level. How to solve this problem becomes an important issue for A Energy Service Company. This paper is to research and explore the main influence factors by combining the features of energy service industry and special nature of technical employees and related study results. There are three main factors. Firstly, external factor includes scarcity of technical employees and the fierce competition for talent. Secondly, internal factor includes single employee occupation channel, absence of systematic training system and the wages and benefit can not differentiate technical capacity. Thirdly, employee personal factor includes physical and psychological and family factors. Through the analysis of these main factors, from recruiting, training and career development, we have found some effective strategies to reduce the turnover rate. In order to implementation these strategies, this paper lists some necessary conditions. Key words: Energy Service Company; turnover; technical employee; improvement strategy | |
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