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专业技术管理人员目前追求的不仅仅是物质上的奖励，精神需求上的满足
也很重要。尤其是 80 后和 90 后这些企业新生的中流砥柱和新鲜血液，他们更
倾向于追求创新与挑战，对工作有着较高的自我价值实现需求。追求自我价值
实现的过程中，如果无法将所处环境变的能够满足自身需求情况下，员工易产
生离开所在企业的意愿，去追求其他更能实现自我需求的理想工作，如其他企
业也无法满足对于理想工作的需求，人们还可以选择创业。国家对于大学生创
业提供了一定程度上的政策鼓励，这对于接受高等教育新时代的年轻人来说，
也是一种诱惑，间接影响了员工流失率
员工是维持企业正常经营发展的血液，适当的人员流动能够促进企业创新
与发展，但如超出企业正常水平，则不易于维持团队的稳定性。企业人才竞争
在市场中会处于劣势，核心技术的发展也会受到阻碍，甚至影响到企业的生存
和可持续发展。专业技术管理人员的流失，更是会给企业带来一定技术流失和
可持续性经营管理的风险
本文以国内外的人力资源管理的相关文献为理论基础，以环威公司专业技
术管理人员为研究对象，通过对环威公司内部实际情况以及调研问卷结果进行II
分析，研究专业技术管理人员在薪酬福利方面、组织方面、个人因素方面产生
离职行为的原因，并针对原因，提出相应解决人员流失的保留策略。满足员工
自身需求，在物质层面和精神层面对员工进行激励，改善薪酬的弹性，推进员
工福利人性化，提升组织公平感，并建立培训体系，提升员工多样化和专业技
能，完善员工职业发展规划，同时提升组织对员工的关怀，创新工会活动，积
极营造和谐温馨的组织氛围，促进员工团结协作，提升员工组织承诺等策略，
从而降低专业技术管理人员流失率，为企业长期发展奠定基础
关键词：
专业技术管理人员，流失，保留策略，激励 ，组织III
Abstract
Research on Turnover and Retention Strategy of Professional and
Technical Manager in HW Company
Under the new normal of fierce market competition, the core technology is
undoubtedly the key for survival and development of enterprises, and talent is one of
the main factors to maintain the core technology. The employment form of the
employees by the enterprises has changed from the lifetime system to a more flexible
contract system, which has laid a foundation for the flexible employment of workers
and promoted the transformation of people’s ideas about the employment. People no
longer attach to the past “Iron Rice Bowl”. The solving of the problem of
subsistence has brought about more diversified spiritual pursuits for people. Many
people become fed up with the routine businesses, meager basic pay and
monotonous work environment. The pursuits of the professional and technical
manager in work have changed with the development of the times.
Professional and technical manager not only pursue the material rewards, but
also need the satisfaction of spiritual requirements currently, especially for the
generation after 1980s and 1990s. As newborn mainstay and fresh blood for
enterprises, they tend to pursue innovation and challenges, having high self-worth
implementation requirements to work. In the process of pursuing self-worth
implementation, employees are easy to leave their enterprises if the environment
cannot satisfy their self-worth implementations, and they are willing to seek other
ideal jobs which can achieve their requirements. If other enterprises cannot meet the
needs of ideal jobs, they can choose to start business ownership. Our country
provides a certain degree of policy encouragement for entrepreneurship of college
students, which is a temptation for the new era young people with higher education,IV
and influences the staff turnover rate indirectly.
Employees are blood to maintain the normal development of enterprises. The
appropriate turnover can promote the innovation and development of enterprises. If
the unmoral turnover rate appears, enterprises are hard to maintain the stability of
team, and enterprise talent competition will be in a bad situation in the market and
the development of core technology will be hampered, even the survival and
sustainable development of enterprise will be affected. The turnover of professional
and technical manager will bring the risk of technical loss and sustainable
management for enterprises.
Based on relevant literatures of human resources management at home and
abroad theoretically, this paper takes the HW company&39;s professional and technical
manager as the research object, studies leave causes of the professional technical
management from the aspects of remuneration and benefits, organization and
individual factor via the analysis between the internal actual situations of the HW
company and the results of questionnaire, then propose corresponding retention
strategy to solve the problems upon the leave causes. To meet the personal needs of
employee, both material and spiritual incentives are given to the employees. A more
resilient compensation system and a more humanistic benefit system are
implemented among the employees in order to improve the sense of organizational
equality in the employees. A training system is set up to develop diversified and
specialized skills of the employees, and the career plans of the employees are
perfected. Meanwhile, the organization should give more care to the employees, and
innovate the activities of the trade unions in order to create a harmonious and warm
atmosphere in the organization and promote unity and collaboration of the
employees. The strategy of enhancing the employees’ organizational commitment
should be adopted to reduce the turnover rate of the professional and technical
manager and lay a groundwork for the development of the enterprise.V
Keywords:
Professional and technical manager ， Turnover , Retention Strategy ，
Incentive ，OrganizationVI
目 录
第 1 章 绪 论... 1
1.1 研究背景与意义 .... 1
1.2 研究方法与内容 .... 4
1.3 文献综述与理论研究 ........ 5
第 2 章 环威公司概况及专业技术管理人员流失现状........... 9
2.1 环威公司简介 ........ 9
2.2 环威公司员工构成 .......... 10
2.3 环威公司专业技术管理人员流失概况.. 16
第 3 章 环威公司专业技术管理人员流失因素分析. 21
3.1 薪酬和福利 .......... 21
3.2 组织因素 .. 26
3.3 个人因素 .. 34
第 4 章 环威公司专业技术管理人员保留策略......... 39
4.1 激励策略 .. 39
4.2 培训与开发策略 .. 42
4.3 员工关怀策略 ...... 46
4.4 其他策略 .. 50
结 论 ..... 54VII
参考文献 ......
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