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论文编号：	7668
作者编号：	2220130047
上传时间：	2015/11/26 15:21:31
中文题目：	W集团B英语教育中心关键员工离职分析和对策
英文题目：	Turnover Analysis and Contermeasure of Key Employee in B English Training Company of W Group
指导老师：	袁庆宏
中文关键字：	英语教育行业；英语培训；B英语教育中心；核心员工；离职
英文关键字：	English education industry; English training; English training company; Key employee; Turnover
中文摘要：	随着中国经济发展不断的深入化，世界文化的不断融合，更多的国际性跨国公司进入到中国，国内的企业也像雨后春笋一样走出国门，参与到国际舞台。英语是我们重视的语言交流工具，而现在国内的应试教育的人员更多的学习到的是哑巴英语，不能适应真正的英语环境更不能将其作为语言工具工作。应运而生的英语培训机构也经历了二十年的发展历程，随着英语培训机构数量的激增，市场分割竞争越演越烈，企业要想提高行业竞争力和自身实力，就要不断的竞争行业人才。目前在英语培训行业出现大小企业两极分化，其中W集团就属于行业内的领导企业之一。W集团创立于1998年，是一家成人高端英语培训品牌的中外合资企业，主要为成人和企业提供优质的英语培训服务。在中国员工已经超过10000人，多次获得全国的各种英语教育相关的奖项。它作为民办教学培训企业的前端品牌，从最初的一家中心的规模，发展到现在全国：北京、上海、深圳、广州、重庆、杭州等全国170多家培训语言中心，伴随企业规模的扩大，企业的管理就要上升到新的关注高度，W集团B英语教育中心在员工的管理上出现了一些问题，主要是企业的关键员工出现了较高的离职率，原因主要是人力资源队伍建设不够成熟、员工薪酬体系不完善和企业文化建设不充分。因此本论文针对这些问题提出了相关的解决办法。本论文首先对W集团B英语教育中心员工的离职原因和影响进行了分析包括员工个人因素、社会因素和企业因素三方面，发现B英语教育中心的薪酬绩效比较单一，企业文化建设不完善导致员工没有归属感，也不能全身心投入工作为企业创造劳动价值。针对企业的这些主要问题，提出六点应对措施包括企业人力资源队伍建设、薪酬福利制度的完善、员工职业生涯发展规划、企业文化的建立、实施针对性培训和离职员工的管理，从而实现B英语教育中心的良性发展和行业竞争实力的增强。
英文摘要：	As China's economic continuously development and the continuous integration of world culture, more and more international multinational companies come to China, at the same time, domestic companies would like to go abroad in order to participate in the international arena. English is valued as a communication tool, but the domestic exam-oriented education teach learners dumb English which cannot adapt to the application of real English environment and use it as a language tool. English training institutions has experienced 20 years of development. As the surge in the number of English training institution, market segmentation competition is escalating, the enterprise has to enhance the competitiveness of industry and strength their own competition in the industry. At present, the English training industry has two polarization size enterprises, while W group is one of the leading companies in the industry. W group was founded in 1998 and it is adults’ high-end English training brand of Sino-foreign joint ventures which mainly for adults and enterprises. It run by the local brand and has developed from the initial size of a center to the present national scope which include centers in Beijing, Shanghai, Shenzhen and more than 170 language training center in all, its management issue has to be raised to a new focus, W group B English education center had a few problems in the management of employees, the key problem include high staff turnover rate, immature human resource team construction, imperfect employee compensation system and insufficient enterprise culture construction. Aiming at these problems, this paper puts forward some the related solutions. First, this paper analyzed employees leaving reason and influence of the W group B English education center including personal factors, social factors and the enterprise factors and found that compensation performance of English education center is single, enterprise culture construction is not perfect which lead to employees have no sense of belonging and cannot dedicated into work and creates labor value for the enterprise. As to those main problems, the paper puts forward six countermeasures including enterprise human resource team construction, improvement of the system of salary, benefits, employee career development planning, the establishment of the enterprise culture, the implementation of targeted training and the management of employees, so as to realize the benign development of B English education center and the enhance of industry competition power.
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