企业员工是提升企业核心竞争力的源头，人才是推动社会经济发展的重要动 力和因素，在我国激烈的市场竞争环境背景下，企业员工的流失现象比较严重， 尤其是中小型企业，这类企业的规模不大，技术水平不够先进，但为了在市场竞 争中占据一角，有很多企业不重视正确处理与员工的劳动关系，例如，企业管理 者过多的考虑企业的经济收益，而侵犯了员工的合法权益，随意拖欠或者克扣员 工的工资；加大员工的工作强度；不执行劳动安全卫生规程，出现工伤事故；不 给基层员工提供高技能的培训机会；拒绝基层员工参加企业工会活动；基层员工 无法享受到基本的产假福利等问题导致这类企业的员工流失严重，招人难留人更 难这种现象已成为制约中小型企业可持续发展的瓶颈。 H 高科技企业是我国众多中小型企业中的一员，员工流失问题已经成为制约企 业发展的首要问题，为了发掘出导致 H 高科技企业员工流失的根本原因，制定出 有效减少该企业员工流失的措施，本文通过对人才流失理论与公平理论的充分学 习，以及通过对国内外学者关于人才流失理论和公平理论文献的整理和汇总来丰 富自己的知识体系，在此基础上设计出 H 高科技企业员工的问卷调查和访谈大纲， 深入企业内部对员工的公平性特征和流失原因进行调查，并对调查结果进行分析 汇总，得出导该企业员工流失的主要原因在于企业管理制度存在不公平现象，如 公司绩效考核制度不公开、福利待遇存在不公平现象、薪资涨幅太低、企业沟通 渠道过于单一、部分管理者素质低下、企业缺少对员工的职业规划等等，导致企 业员工的公平感严重缺失，继而导致企业员工的过度流失。 本文建议 H 高科技企业通过优化内部流程，推进公平的薪酬激励 ；完善公平 的企业组织制度；强化沟通，改善企业内部交流机制；创建公平发展并且尊重员 工的组织文化；坚持以人为本、效率和互惠相结合的原则，实现企业物质激励与 情感激励的有效统一。通过营造公平和谐的内部公司氛围，既能提升员工对企业 的信任感和归属感，促进员工与企业建立共生、共赢和共同成长的关系，从而保 持企业员工的工作稳定。 关键词：公平理论；员工流失；H 高科技企业湖 北 工 业 大 学 硕 士 学 位 论 文 II Abstract Enterprise employees are the source of improving the core competitiveness of enterprises, and talents are the important driving force and factors to promote the development of social economy. Under the background of fierce market competition in China, the loss of enterprise employees is relatively serious, especially in small and medium-sized enterprises. The scale of such enterprises is not large and the technical level is not advanced enough, but in order to occupy a corner in the market competition, many enterprises do not pay attention to the correct handling of labor relations with employees, for example, the managers of enterprises think too much about the economic benefits of enterprises, and violate the legitimate rights and interests of employees, default or deduct employees' wages at will; increase the work intensity of employees; do not perform labor Problems such as safety and health regulations, work-related accidents, failure to provide high skilled training opportunities for grass-roots employees, refusal of grass-roots employees to participate in and organize trade union activities of enterprises, and inability of grass-roots employees to enjoy basic maternity leave benefits have led to serious employee turnover in such enterprises, which has become a bottleneck restricting the sustainable development of small and medium-sized enterprises. H high tech enterprise is one of many small and medium-sized enterprises in our country. The problem of employee turnover has become the primary problem that restricts the development of enterprises. In order to find out the root cause of employee turnover in h high tech enterprise and formulate effective measures to reduce employee turnover in this enterprise, this chapter studies the theory of brain drain and fair theory, this paper designs the questionnaire survey and interview outline of H high-tech enterprise employees, investigates the fairness characteristics and reasons of employee drain in-depth inside the enterprise, analyzes and summarizes the survey results, and concludes that the main reason of employee drain in the enterprise lies in the enterprise There are unfair phenomena in the management system, such as the company's performance appraisal system is not open, the welfare treatment is unfair, the salary increase is too low, the communication channel of the enterprise is too single, the quality of some managers is low, the enterprise lacks the career planning for the湖 北 工 业 大 学 硕 士 学 位 论 文 III employees, and so on, which leads to the lack of fairness of the employees, and then leads to the excessive loss of the employees. This paper suggests that h high-tech enterprises should optimize internal process, promote fair salary incentive, perfect fair enterprise organization system, strengthen communication, improve internal communication mechanism, establish fair development and respect employees' organizational culture, adhere to the principle of combining people-oriented, efficiency and mutual benefit, and realize the effective unity of material incentive and emotional incentive. By creating a fair and harmonious internal company atmosphere, employees can not only enhance their sense of trust and belonging to the enterprise, but also promote the establishment of symbiosis, win-win and common growth relationship between employees and the enterprise, so as to maintain the stability of employees' work. Keywords: equity theory; employee turnover; H high tech Enterprises湖 北 工 业 大 学 硕 士 学 位 论 文 IV 目 录 摘要 .........................................................I Abstract ........................................................II 目 录 ........................................................IV 第 1 章 绪论 ......................................................1 1.1 研究背景 ...................................................1 1.2 研究目的 ...................................................3 1.3 研究意义 ...................................................4 1.4 研究方法 ...................................................4 第 2 章.文献综述与理论基础 ........................................6 2.1 员工流失的定义与演进 .......................................6 2.1.1 员工流失的定义........................................6 2.1.2 员工离职的分类........................................7 2.1.3 员工流失率............................................7 2.1.4 国内外学者关于员工流失问题的研究......................8 2.2 公平理论的研究 ............................................12 2.2.1 公平理论概述.........................................12 2.2.2 程序公平.............................................13 2.2.3 互动公平.............................................13 2.2.4 结果公平.............................................13 2.2.5 公平理论对企业员工行为影响的相关研究 ................14 2.2.6 公平理论对人力资源保留的启示 ........................14 第 3 章. H 高科技企业员工流失现状调查.............................16 3.1 H 高科技企业简介...........................................16 3.2 H 高科技企业在同行业中的地位与员工流失对比.................17 3.3 H 高科技企业员工公平感调查分析.............................18 3.4 H 高科技企业员工近几年的流失现状分析.......................25湖 北 工 业 大 学 硕 士 学 位 论 文 V 第 4 章 从公平理论的视角对 H 高科技企业员工的 .....................27 流失原因进行分析 ................................................27 4.1 H 高科技企业员工的流失趋势.................................27 4.2 从公平理论的角度调查 H 高科技企业员工流失原因 ..............28 4.2.1 H 高科技企业预离职员工访谈汇总......................28 4.2.2 因公司没有实现程序公平导致员工流失 ..................32 4.2.3 因公司没有实现互动公平导致员工流失 ..................33 4.2.4 因公司没有实现结果公平导致员工流失...................34 第 5 章 解决 H 高科技企业员工流失问题的策略分析 ...................36 5.1 公平视角下解决 H 高科技企业员工流失问题时应把握的原则 ......36 5.2 从程序公平的角度出发，完善 H 高科技企业的管理制度 ..........36 5.2.1 建立公平健全的企业管理制度...........................36 5.2.2 赋予员工参与与监督的权利.............................37 5.3 从互动公平的角度出发，改善企业的内部交流机制 ..............38 5.3.1 构建多种员工与领导