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本文研宄发现中小民营企业人才流失的影响因素复杂而多元,综合归纳为社
会因素、企业管理因素和人才自身因素,客观来讲,中小民营企业可以自控的因
素是企业管理因素,这也是本文研宂人才流失原因及解决方案着力探讨的方向
通过梳理国内外相关理论,结合我国目前中小民营企业人力资源管理现状,从企
业管理的角度出发提出了人才流失现状与成因的关系分析图。研究由抽象到具体,
通过深入X企业进行访谈交流发现企业内部人才流失问题严重,比率逐年上升,
熟练技术工和销售人才流失较多,且大多流入同行竞争企业,严重损害了企业的
利益和发展。通过制作调查问卷、回收问卷,对得到的X企业的172名员工的问
卷进行分析,运用因子分析法、最小显著性差异法、回归分析等统计方法,找出
影响X企业人才流失的企业因素。数据统计分析显示,企业自身管理因素与中小
民营企业人才流失之间存在着明显的相关性,其中影响从大到小依次为:企业管
理制度、员工收入、绩效制度、奖励额度、企业的文化建设、工作环境;不同员
工之间的人才流失情况与管理因素呈现出动态匹配关系;人才流失与员工的工作
满意度也存在着显著的线性关系,且不同工作的满意度对人才流失也有很大差异
最后,本文提出的解决方案是依据X企业人才流失实证调查的结果:第一,
要着力推动中小民营企业组织结构管理变革,重新划分内部的职能部门,出台新
的职责明细,重新安排公司内部的人员岗位,制定新的激励机制,使组织的设置
更加适应公司发展战略目标的需要;第二,要建立有效激励人才的薪酬福利体系,
从尊重知识、尊重人才出发,使薪酬福利、奖励机制更具有阶梯性和竞争性,为
吸引人才、留住人才提供物质保障的同时提高员工工作满意度;第三,要建立科
学完善的人事管理制度,包括建立公平的人才选拔制度、科学有效的绩效考评制
度并及时开展员工培训,对员工的职业生涯规划等;第四,要打造凝聚人心的企
I 业文化,由家族化企业向企业家族化转变,提高企业人才对企业的归属感和忠诚
度,注意培养以人为本的文化氛围,提升企业向心力和创造力
关键词:中小民营企业,人才流失,原因,解决方案
II Abstract
In recent years, with China!s rapid economic development, the private enterprise is
more adapt to the economic trend,and shows a strong vitality. Small and medium sized
private enterprises rapidly develop and have become an important part of the socialist
market economic system because of their flexible operation mechanism which is more
adaptable to market changes. Talent is the key to pushing small and medium sized
private enterprises to achieve the goal of development^ reform and innovation. And the
work of human resources management, talent recruitment and retention has become the
focus of small and medium private enterprises. But in recent years, job-hopping has
become the mainstream way for many talents to seek new development opportunities
and higher wages,and the phenomenon of the loss of talents in small and medium-sized
private enterprises is becoming more and more serious. This serious phenomenon could
result in the management confusion of the enterprise team and the sharp fluctuations in
enterprise’s profits and losses. These would severely weaken the competitive
advantages, affect the development and even threaten the survival of the enterprise.
This study found that the influencing factors of brain drain in small and medium
sized private enterprises are complex, which could be integrated into social factors,
management factors and talent-self factors. Management factors of enterprises can be
controlled, and they are the main direction of our discussion on the causes of talent loss
and solutions. Through the analysis of relevant theories, we put forward the analysis
chart of the current situation and causes of brain drain from the perspective of enterprise
management. From abstract to concrete, and through in-depth interviews and
communications of enterprises, we found the internal brain drain problem was serious,
the ratio increased year by year, skilled technicians and sales talent drained more, and
most of them hopped into the competitive enterprises, it seriously damaged the interests
and development of enterprises. By making questionnaires, using the factor analysis
method,least significant difference method,regression analysis and other statistical
methods, we analyzed 172 employees9 questionnaires in X enterprise to find the
enterprise man呢ement factors of X enterprise which influenced brain drain. Statistical
analysis showed that there was a significant relationship between the brain drain and
III enterprise own factors in small and medium sized private enterprises. And the
influencing factors could be listed as the order from strong relationship to weak
relationship: enterprise management system, income, enterprise performance system,
incentive, enterprise culture development and work environment. There is a dynamic
matching relationship between the drain of different talents and management factors.
And there is a significant linear relationship between job satisfaction and the drain of
talented people, and different job satisfaction also have different influences on the brain
drain.
Finally, based on the results of empirical analysis on the brain drain in X enterprise,
this paper proposed some solutions: Firstly, small and medium sized private enterprises
should to focus on the promoting the reform of organization structure and management.
They should re-divide internal departments, set up new responsibilities list, re-arrange
internal staff positions, establish a new incentive mechanism and enable the
organization to meet the needs of enterprise’s development strategy target; Secondly,
enterprises should to establish an effective incentive compensation system for the talent,
respect for knowledge and talent, set up a multi-step and competitive mechanism of the
salaries, benefits and incentives, provide material guarantee to attract and retain talents
and improve employee’s satisfaction; Thirdly, should to build a cohesive enterprise
culture changing from family enterprise to enterprise family, improve the sense of
belonging and loyalty, pay attention to cultivate the cultural atmosphere of people
oriented, and enhance the centripetal force and creativity of enterprise.
Key word: Small and medium-sized private enterprises, the brain drain, the reason
and solution
IV 目录
m m i
Abstract Ill
m-m mt 1
U研宄背景及意义1丄1研宄背景1.1.2研究意义1.2国内外研宄现状1.2.1国外研宄现状1.2.2国内研宄现状1.3研宄内容
5 ^
1.4研究方法第二章概念界定与理论依据2.1概念界定2.1.1中小民营企业2.1.2人才与人才流失
8资
2.2理论依据2.2.1ERG 理论2.2.2公平理论2.2.3期望理论2.2.4工作满意度理论2.2.5心理契约理论第三章中小民营企业人才流失与成因分析3.1中小民营企业人才流失现状3.2中小民营企业人才流失与成因的分析3.2.1社会因素分析3.2.2企业管理因素分析3.2.3人才自身因素分析V 第四章X中小民营企业人才流失现状
21
4.1 X中小民营企业简介
21
4.1.1 X企业组织架构及人员结构
21
4.1.2X企业人力资源管理现状
23
4.2 X中小民营企业人才流失现状
23
4.2.1调查方案设计
23
4.2.2调查结果
24
第五章X中小民营企业人才流失实证分析
27
5.1研宄工具与方法
27
5.2问卷信效度分析
27
5.2.1 问卷效度分析
27
5.2.2问卷信度分析
30
5.3人才流失原因数据分析
30
5.3.1个体客观因素与人才流失的关系分析
30
5.3.2企业管理建设与人才流失的关系分析
33
5.3.3职业发展前景与人才流失的回归分析
35
5.4企业人才流失实证研宄的总结
36
第六章X中小民营企业人才流失问题解决方案
37
6.1推动企业组织结构变革
37
6.2制定激励性薪酬福利体系
38
6.3.建立科学的人事管理制度
40
6.4打造凝聚人心的企业文化氛围
43
第七章结论
45
参考文献 47
m m 5i
^ M 53
攻读硕士期间的科研成果
55
VI
第一章绪论
第一章绪论
1.1研究背景及意义
1.1.1研究背景
近年来,我国经济的快速发展,社会制度持续创新,相继出台促进中小企业民营
发展的优惠政策。在一个良好的市场经济发展环境下,中小民营企业已逐渐成为一
个重要的力量,加速我国经济发展。根据山东省发展和改革委员会公布数据,2015年
底,全省各行业32.78万家单位的各种类型的企业,总资产58204.06亿元,年营业收
入4.33万亿元,可以说,这些单位的生产经营构成了山东国民经济的主体。而中小民
营企业又占这个主体的绝大多数。到2016年底,山东各行业中小民营企业的数量是
3154万,总资产4221.481亿元,雇用1630.71万名员工,年营业收入3.870385万亿元,
其企业单位数占96.21%,资产总量占72.5%,营业收入占89.22%。中小民营企
业的比例在建筑业占单位总数的97%,而其他行业的中小民营企业的比例高达99%
以上。中小民营企业蓬勃发展,导致人才市场供小于求
。。。以上简介无排版格式，详细内容请下载查看
