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MBA毕业论文_B餐饮企业基层管理人员离职原因研究DOC

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近五年餐饮行业增长速度惊人,连锁经营以其规模化,集约化的优势成为众 多品牌不二的选择。从麦当劳、肯德基成功的经验来看,负责门店经营管理的基 层管理人员对于企业快速的扩展及经营的品质起着决定性的作用。但国内在这一 块的人才较少,很多公司投入了大量的人力物力招募零经验的人员进行培训,以 助力公司的发展和壮大。因此基层管理人员的高流失严重影响企业的经营品质及 经营成本。笔者所在的 B 企业是国内较早进行连锁经营的餐饮品牌,其强大的品 牌影响力,完善的培训体系及平等尊重的企业文化一度成为求职者梦寐的雇主品 牌。但近几年由于餐饮行业的激烈竞争,企业发展遭遇挑战,基层管理人员的流 失率在逐年递增,甚至远高于行业水准。为帮助企业解决基层管理人员高流失的 问题,笔者查阅了国内外人员流失的相关理论,尤其 Mobley,Steers&Mowday, Price-Muller 所建立的三大流失理论模型,双因素理论,马斯洛需求理论,了解 人员流失的相关影响因素及研究思路。之后运用问卷调查法了解已离职及在职基 层管理人员离职的原因,寻找解决的方案。 本论文主要研究对象是 B 企业基层管理人员,按照 B 企业组织架构就是负责 一线门店经营管理的餐厅经理、资深副经理、副经理、储备经理。通过对 274 名已离职基层管理人员的离职原因调查问卷的统计以及 246 名在职基层管理人 员离职倾向问卷调查,发现高流失主要受三方面的影响,1)薪酬体制不合理;2) 公司缺乏晋升空间;3)工作强度高,工作压力大。结合双因素理论及马斯洛需 求理论,同时综合考虑 B 企业实际的经营状况,笔者提出三方面的建议,1)建 立科学的薪酬体系,针对基层管理人员不满意的基本薪资进行改善,同时建立科 学合理的绩效管理体系;2)多元化的发展,打通营运部门与非营运部门的壁垒, 实现人员的流动;3)优化工作内容,减少不必要的行政工作,同时因应人员特 质进行工作岗位的安排,针对新的项目建立推行的系统和流程,让基层管理人员 能够轻松从容的应对工作。 笔者希望通过此研究,能够解决 B 企业人力资源管理的问题,帮助企业降低 人力成本,形成一支稳定高效的基层营运团队,提升企业业绩。同时也希望能对 整个餐饮企业的基层管理人员的保留提供参考。新疆大学硕士研究生学位论文 II 关键词,基层管理人员;离职;薪酬制度;绩效管理新疆大学硕士研究生学位论文 III Abstract In the past five years, the catering industry has grown at an alarming rate. Chain operation has become the best choice for many brands because of its advantages of scale and intensiveness. From the successful experience of McDonald's and KFC, the grass-roots managers in charge of store management play a decisive role in the rapid expansion of enterprises and the quality of operation. However, there are fewer talents in this area in China. Many companies have invested a lot of manpower and material resources to recruit zero-experience personnel for training, in order to help the development and growth of the company. Therefore, the high loss of grass-roots managers seriously affects the business quality and operating costs of enterprises. The author's B enterprise is an early catering brand in China. Its strong brand influence, perfect training system and equal respect corporate culture once became the employer's brand that job seekers dreamed of. However, in recent years, due to the fierce competition in the catering industry, the development of enterprises is facing challenges. The turnover rate of grass-roots managers is increasing year by year, even far higher than the industry level. In order to help enterprises solve the problem of high turnover of grass-roots managers, the author consulted the relevant theories at home and abroad, especially the three theoretical models of turnover established by Mobley, Steers & Mowday and Price-Muller, the two-factor theory and Maslow's demand theory, to understand the relevant influencing factors and research ideas of personnel turnover. Then using the questionnaire survey method to understand the reasons for the resignation of grass-roots managers and on-the-job managers, looking for solutions. The main research object of this paper is the basic management personnel of B enterprise. According to the organizational structure of B enterprise, it is the restaurant manager, Senior Deputy manager, deputy manager and reserve manager who are responsible for the operation and management of front-line stores. Based on the statistics of 274 resigned grass-roots managers and 246 on-the-job grass-roots新疆大学硕士研究生学位论文 IV managers'resignation intention questionnaire, it is found that the high turnover is mainly affected by three aspects: 1) unreasonable salary system; 2) lack of promotion space in the company; 3) high work intensity and high work pressure. Combining the two-factor theory and Maslow's demand theory, and considering the actual business situation of enterprise B, the author puts forward three suggestions: 1) establishing a scientific salary system to improve the basic salary that the grass-roots managers are not satisfied with, and establishing a scientific and reasonable performance management system; 2) diversifying development to break through barriers between the operating and non-operating sectors; Realize the mobility of personnel; 3) Optimize the content of work, reduce unnecessary administrative work, at the same time, according to the characteristics of personnel to arrange jobs, for new projects to establish the implementation of systems and processes, so that grass-roots managers can easily and calmly respond to work. The author hopes that this study can solve the problem of human resource management in B enterprise, help enterprises reduce human cost, form a stable and efficient grass-roots operation team, and improve enterprise performance. At the same time, I hope to provide a reference for the maintenance of grass-roots managers of the whole catering enterprises. Key words: grass-roots managers; resignation; salary system; performance management新疆大学硕士研究生学位论文 V 目 录 1 绪论 ....................................................................... 1 1.1 研究背景 ............................................................. 1 1.2 研究目的和意义 ....................................................... 1 1.3 国内外研究综述 ....................................................... 2 1.3.1 国外研究综述 .................................................... 2 1.3.2 国内研究综述 .................................................... 7 1.4 论文研究的内容及方法 ................................................. 8 1.5 可能的创新点 ......................................................... 9 2 相关理论及概念界定........................................................ 10 2.1 理论基础 ............................................................ 10 2.1.1 需求层次理论 ................................................... 10 2.1.2 双因素理论 ..................................................... 10 2.2 概念界定 ............................................................ 11 2.2.1 基层管理人员界定 ............................................... 11 2.2.1 离职概念界定 ................................................... 12 3 B 企业基层管理人员离职原因分析 ............................................ 13 3.1 B 企业基本介绍 ...................................................... 13 3.2 B 企业基层管理人员流失现状 .......................................... 14 3.3 基于已离职 B 企业基层管理人员离职原因调查分析 ........................ 16 3.3.1 调查问卷来源及背景介绍 ......................................... 16 3.3.2 离职基层管理人员数据样本分析 ................................... 16 3.3.3 离职基层管理人员问卷数据分析 ................................... 19 3.4 基于现存在职 B 企业基层管理人员离职倾向调查分析 ...................... 26 3.4.1 问卷调查方案设计与实施 ......................................... 26 3.4.2 在职基层管理人员调查样本描述 ................................... 27 3.4.3 在职基层管理人员调查数据分析 ................................... 30 3.5 B 企业基层管理人员离职原因调查结论 .................................. 37 3.5.1 薪酬不满意 ..................................................... 37 3.5.2 工作强度大,加班频繁 ........................................... 38 3.5.3 晋升机会不足 ................................................... 39 4 B 企业基层管理人员离职问题的解决建议 ...................................... 40新疆大学硕士研究生学位论文 VI 4.1 科学化的薪酬制度 .................................................... 40 4.1.1 调整储备经理及副经理职级的基本薪资 ............................. 40 4.1.2 完善绩效考核制度 ............................................... 42 4.2 多元化的发展 ........................................................ 45 4.3 工作内容优化 ........................................................ 45 4.3.1 梳理工作流程,减少行政工作 ..................................... 45 4.3.2 工作执掌考虑员工特质 ........................................... 46 4.3.3 完善新系统及项目上市流程 ....................................... 46 5 研究结论和展望............................................................ 47 5.1 本文主要的研究结论 .................................................. 47 5.2 论文展望 ............................................................ 48 致谢 ...................................................................... 49