I 摘要 随着 90 后乃至 95 后新生代员工逐步进入职场，并逐渐成长为职场的主体。新生 代员工的管理问题已日益引起管理学界和各企业关注的重点，特别是关于 90 后、95 后新生代员工流失率高的问题已引起了社会各界的广泛关注。JW 公司作为我国制造 行业的龙头型企业，一直采用以招聘应届毕业生为主的人才引进策略，近年来企业新 入职的员工几乎全部属于 90 后、95 后的新生代员工，甚至部分新生代员工已经成为 JW 公司的管理干部和核心技术员工。 新生代员工流失率高的问题，已成为 JW 公司企业管理的难题。过高的员工流失 率问题，不仅对企业的经济和技术造成不可估量的影响，而且对企业凝聚力、组织氛 围和文化建设也有一定的冲击。因此，企业也高度重视，努力消除影响员工流失的各 种影响因素，并加以改进，尽最大努力降低员工流失率。 本文作者在查阅国内外学者关于员工流失问题的相关研究成果的基础上，系统对 新生代员工特点、流失原因及影响因素进行了分析，明确研究对象和梳理研究的理论 基础。并以 JW 公司新生代员工流失问题进行实证分析，深入研究新生代员工流失问 题影响因素，从而提出改进策略。实证研究通过查阅 JW 公司新生代员工离职情况的 历史资料，分析得出可能导致新生代员工流失的因素，并有针对性的选取对象进行问 卷调查及访谈，通过 SPSS 软件检验问卷设计的信度、问卷数据的效度，并采用 Minitab 软件分析大数据信息，分析出导致 JW 公司新生代员工流失问题的主要原因主要有 3 个，一是职业发展空间不足，二是薪资激励机制不完善，三是企业管理文化不适应新 生代员工特点。根据上述成因，本文有针对性的提出了优化拓展新生代员工职业发展 空间、建立科学合理的员工薪资激励机制、加强适应新生代员工的企业管理文化建设 的控制策略。此外，笔者认为还应当建立理性、科学有效的人才约束机制。 关 键 词，JW 公司， 新生代员工， 流失， 策略西安电子科技大学硕士学位论文 IIABSTRACT III ABSTRACT As the new generation of employees born in the 1990s and even the 1995s gradually entering the workplace, they are gradually grow into the main body of the workplace. The management problems of the new generation of employees have increasingly attracted the attention of management academia and enterprises. In particular, the issue of the high turnover rate of the post-90s and post-95s generations has aroused wide concern from all sectors of society. JW company as a leader in the field of manufacturing enterprises in our country, recruitment of fresh graduates has been used in the recruitment strategy，almost all of them belong to the new generation of employees born after 1990 and 1995. The high turnover rate of the new generation of employees has become a difficult problem for JW company's enterprise management. The problem of too high staff turnover rate not only has an immeasurable impact on the economy and technology of enterprises, but also has a certain impact on enterprise cohesion, organizational atmosphere and cultural construction. Therefore, the enterprise also attaches great importance to, efforts to eliminate the impact of various factors affecting staff turnover, and make improvements, make every effort to reduce the staff turnover rate. Based on the research results of domestic and foreign scholars on the issue of employee turnover,this paper systematically analyzes the characteristics of the new generation of employees, the reasons for their loss and the influencing factors, clarifies the research objects and sorts out the theoretical basis of the research. And the new generation of JW staff turnover problem empirical analysis, In-depth study of the impact of the new generation of employee turnover, so as to put forward improvement strategies.By referring to the historical data of the turnover of the new generation of employees in JW company, the empirical study analyzes the factors that may lead to the turnover of the new generation of employees, and selects targeted objects for questionnaire survey and interview. SPSS software was used to test the reliability and validity of the questionnaire design,and Minitab software was used to analyze big data information, it is found that there are three main reasons leading to the turnover of the new generation of employees in JW company. First, there is insufficient space for career development; second, the salary incentive mechanism is not perfect; third, the enterprise management culture is not suitable for the new generation of employees. According to the above reasons, this paper puts forward西安电子科技大学硕士学位论文 IV some control strategies for optimizing and expanding the career development space of the new generation employees, establishing a scientific and reasonable employee salary incentive mechanism, and strengthening the construction of enterprise management culture suitable for the new generation employees.In addition, the author believes that a rational, scientific and effective talent restraint mechanism should be established. Keywords: JW Company, New generation of employees, The loss, Strategy插图索引 V 插图索引 图 1.1 论文研究技术路线...................................................................................................7 图 2.1 关于员工离职的决定因素和干扰变量模型......................................................... 11 图 2.2 扩展的 Mobley 模型...............................................................................................12 图 2.3 库克曲线.................................................................................................................13 图 3.1 JW 公司组织架构图（由 JW 公司人力资源部提供）.........................................20 图 3.2 JW 公司近三年员工年龄结构变化柱状图............................................................21 图 3.3 JW 公司近三年员工学历结构变化情况柱状图....................................................22 图 3.4 JW 公司近三年人员招聘学历结构变化柱状图....................................................23 图 3.5 近三年新生代员工离职情况.................................................................................25 图 3.6 各部门三年来的新生代员工离职情况.................................................................26 图 3.7 各部门三年来的新生代员工离职时间波动情况.................................................26 图 3.8 JW 公司三年来的流失新生代员工的工龄分布波动情况....................................27 图 4.1 有效问卷填写者年龄分布图.................................................................................31 图 4.2 有效问卷填写者性别比例图.................................................................................32 图 4.3 有效问卷填写者学历比例图.................................................................................32 图 4.4 有效问卷填写者工龄分布图.................................................................................32西安电子科技大学硕士学位论文 VI表格索引 VII 表格索引 表 3.1 JW 公司 2016-2018 年主动离职的新生代员工填写的离职原因统计表 ............27 表 4.1 问卷调查样本抽样及问卷回收情况表..................................................................31 表 4.2 α 信度系数与量表可靠性对应关系.......................................................................33 表 4.3 常用的 KMO 度量标准..........................................................................................33 表 4.4 整体信度检验结果表.............................................................................................34 表 4.5 问卷调查结果各题项信度检验结果表.................................................................34 表 4.6 新生代员工流失原因调查描述性分析表.............................................................35 表 5.1 技术岗位晋升空间分级与管理岗位晋升空间对应表.........................................43 表 5.2 员工职业发展设计框架.........................................................................................44 表 5.3 JW 公司 10 级岗位以下薪级/薪点分布建议.........................................................46西安电子科技大学硕士学位论文 VIII目录 IX 目录 摘要........................................................................................................................................I ABSTRACT ........................................................................................................................ 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