知识型员工是知识技能和智能资本的承载者，已成为企业的重要战略性要素， 是企业发展的真正永不枯竭的源泉。因此软件企业都力图通过有效的方法来留住 知识型员工，并充分地挖掘其潜能和实现其价值，进而增强组织的赢利能力，以 期持续发展。现有关提升小微软件企业知识型员工的保留和激励研究较少，作者 基于知识型员工满意度的视角下探讨小微软件企业的知识员工流失问题和解决办 法。 本文以K公司为分析研究对象，结合K公司的发展历程，组织结构，人力资 源现状，运用马斯洛需求层次理论、亚当斯的公平理论、职业生涯发展理论设计、 发放、回收、统计员工满意度调查问卷。采用问卷调研以及深度访谈综合分析发 现知识型员工的痛处及知识型员工流失管理存在的问题，最终得出K公司知识型 员工离职的主要原因有知识型员工岗位晋升体系缺失、知识型员工培训缺乏切实 有效的方案、工作欠认可和生活欠平衡、薪酬结构不合理、企业文化意识淡薄、 团队成员间的差异性。随后并针对这些主要原因制定出改善措施，从职业生涯的 规划、培训体系的完善、工作-生活的平衡、薪酬体系的完善、企业文化的加强、 团队成员差异化管理等方面提出了应对知识型员工流失问题的解决方案。以实现K 公司对知识型员工流失的有效控制，助力于公司的持续发展，具有一定的实用价 值。此论题不但有助于解决K公司知识型员工流失的问题，而且对小微软件行业 的知识型员工流失管理工作有一定的指导意义。 关键词：小微软件企业；知识型员工；知识型员工流失 II Abstract Knowledge-based employees are the carriers of knowledge, skills and intelligent capital who have become an important strategic element of an enterprise and a truly inexhaustible source of enterprise development. Therefore, software companies strive to retain knowledge-based employees through effective methods, and fully tap their potential value, thereby enhancing the profitability of the organization in order to achieve sustainable development. There are few researches on improving the retention and motivation of knowledge workers in small and micro software companies. The author discusses the problem and solutions of the loss of knowledge workers in small and micro software companies from the perspective of knowledge worker satisfaction. This article takes K company as the object of analysis and research, combined with K company’s development history, organizational structure, and current human resources, using the needs theory of Maslow, Adam’s fairness theory, career development theory to design the employee satisfaction questionnaires, comprehensive analysis using questionnaire surveys and in-depth interview to find out the pain points of knowledge workers and the problems of knowledge workers loss management, and finally concluded that the main reasons for knowledge workers of K company to leave are the lack of knowledge workers’ job promotion system, employee training lack of practical and effective programs, lack of recognition of work and unbalance life, unreasonable salary structure, weak corporate culture, and differences among team members. Subsequently, improvement measures were formulated for these main reasons, and the knowledge-based response was proposed from the aspects of career planning, training system improvement, work-life balance, compensation system improvement, corporate culture enhancement, and differentiated management of team members. The solution to the problem of employee turnover is to realize the effective control of the turnover of knowledge-based Employees by K company, which helps the company’s sustainable development and has certain practical value. This topic not only helps to solve the problem of the loss of knowledge-based employees in K company, but also has certain guiding significance for the management of the loss of knowledge-based employees in the small and micro software industry. Key-words:small and micro software enterprises; knowledge-based employees; k nowledge-based employee turnover III 目录 第1章 绪论 ......................................................... 1 1.1研究背景及意义 ................................................ 1 1.1.1研究背景 ................................................ 1 1.1.2研究意义 ................................................ 1 1.2国内外研究现状综述 ............................................ 2 1.2.1概念解释 ................................................ 2 1.2.2员工流失的影响因素 ...................................... 3 1.2.3员工流失的应对 .......................................... 4 1.2.4文献述评 ................................................ 4 1.3研究内容及方法 ................................................ 4 1.3.1研究内容 ................................................ 5 1.3.2研究方法 ................................................ 6 第2章 核心概念和相关理论 ............................................ 7 2.1核心概念界定 .................................................. 7 2.1.1小微软件企业的涵义 ...................................... 7 2.1.2知识型员工的涵义 ........................................ 7 2.1.3员工流失的涵义 .......................................... 8 2.2员工流失的相关理论 ............................................ 8 2.2.1需求层次理论 ............................................ 8 2.2.2公平理论 ................................................ 9 2.2.3知识型员工职业生涯发展阶段理论 ......................... 11 第3章 K公司知识型员工的流失现状及影响 .............................. 12 3.1 K公司简介 ................................................... 12 3.2 K公司人力资源现状 ........................................... 13 3.3 K公司员工总体流失情况 ....................................... 15 3.4 知识型员工流失典型事件描述 .................................. 16 3.4.1 青年软件工程师离职事件 ................................ 16 3.4.2 技术总监的请辞 ........................................ 17 3.4.3 典型事件小结 .......................................... 18 3.5 K公司知识型员工流失产生的影响 ............................... 19 3.5.1 员工流失增加公司成本 .................................. 19 3.5.2 员工流失动摇公司同事 .................................. 20 3.5.3 员工流失损伤公司声誉 .................................. 20 3.5.4 员工流失削弱公司竞争力 ................................ 20 第4章 K公司知识型员工流失原因调查和分析 ............................ 22 ４.1知识型员工满意度调查 ........................................ 22 4.1.1知识型员工满意度问卷的设计 ............................. 22 4.1.2知识型员工满意度问卷统计分析 ........................... 22 4.2知识型员工深度访谈 ........................................... 32 4.3 K公司知识型员工流失影响因素分析 ............................. 34 4.3.1 知识型员工岗位晋升体系缺失 ............................ 34 IV 4.3.2知识型员工培训缺乏切实有效的方案 ....................... 34 4.3.3工作欠认可和生活欠平衡 ................................. 35 4.3.4 公司薪酬结构不合理 .................................... 35 4.3.5公司企业文化意识淡薄 ................................... 35 4.3.6公司团队成员间的差异性 ................................. 36 第5章 K公司知识型员工流失的对策和建议 .............................. 37 5.1职业生涯的规划 ............................................... 37 5.1.1制定知识型员工生涯计划 ................................. 37 5.1.2完善信息披露 ........................................... 37 5.1.3建立良好的晋升机制 ..................................... 37 5.2培训体系的完善 ............................................... 38 5.2.1建立完善的培训体系 ..................................... 38 5.2.2培训方法和形式多样化 ................................... 39 5.2.3 培训效果的评估和反馈 .................................. 39 5.3 工作-生活的平衡 ............................................. 39 5.3.1 弹性的工作时间和工作地点 .............................. 39 5.3.2 提供健康、生活、家庭方面的培训和服务 .................. 40 5.3.3 创造良好的工作氛围和环境 .............................. 40 5.4薪酬体系的完善 ............................................... 40 5.4.1完善基本薪酬 ........................................... 40 5.4.2增加激励薪酬 ........................................... 41 5.5企业文化的加强 ............................................... 42 5.5.1 以人为本 .............................................. 42