大连理工大学专业学位硕士学位论文
摘
要
人力资源管理六大模块中，劳动关系管理是不可或缺的一个重要组成部分，在企业
人力资源管理中有着举足轻重的重要作用，因此构建和维护和谐的劳动关系，对企业人
力资源管理的有效开展和企业的持续健康发展均具有十分重要的意义。而劳动关系所涵
盖的各方面尤其是员工离职管理如果处理不当，极易造成劳动纠纷，因而员工离职管理
是人力资源管理中不可忽视的重要环节。本文所研究的目标企业 H公司系中小型民营房
地产企业。受房地产行业整体人员素质相对偏低、流动性较大等特点的影响，及 H公司
自身人力资源管理在社保缴纳、劳动时间管理等方面存在的不足，导致其劳资双方矛盾
升级并在员工离职时凸显爆发，造成 H公司近两年劳动纠纷频出。
本文以 H公司比较有代表性的三个中层管理人员离职时的劳动纠纷案例为切入点，
基于员工组织认同的视角，采用案例研究等方法，运用企业文化管理理论、社会保障理
论、个体动机理论和劳动纠纷成因理论等相关理论及原理，对 H公司员工离职管理的现
状进行深入分析和研究，总结出其离职的中层员工劳动纠纷产生的原因：首先是 H公司
员工离职管理缺乏规范，成为引发劳动纠纷的触端；进一步分析可知是由于 H公司人力
资源管理薄弱，缺乏专业管理人员，相关管理制度不健全且执行缺乏力度，导致员工相
关正当权益无法得到保障，成为劳动矛盾产生的催化剂；最关键的原因在于 H公司管理
者素质参差不齐和管理方法不当而造成的企业文化亚健康化、南北方文化差异未能很好
融合引发的员工心理不适、外部经济环境变化给员工心里带来的负面影响、员工个人心
理定位不健康等多方面因素，这些综合成为滋生劳动双方矛盾产生的土壤。
在分析总结的基础上，根据人力资源管理原理，将员工离职管理理论与 H公司的实
际情况相结合，有针对性地从离职管理、绩效管理、薪酬管理、社保福利、企业文化五
个方面提出改进其员工离职管理的具有可操作性的解决方案。本文力图通过该方案改善
H公司的员工离职管理，加强其劳动关系的和谐性，提升 H公司的人力资源管理水平，
促进 H公司健康长远发展，以期为诸多中小型民营企业在员工离职管理与人力资源管理
规范上提供借鉴。
关键词：人力资源管理；劳动纠纷；离职管理
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H公司中层员工离职纠纷管理案例研究
Case Study on the Turnover Dispute Management of Middle-level
Employees in H Company
Abstract
Labor relations management is an indispensable and important part, and plays an
important role in enterprise human resources management among the six modules of human
resources management. As a consequence, it is of great significance to build and maintain
harmonious labor relations. In addition, it is of great significance to the effective development
of enterprise human resource management and the sustained and healthy development of
enterprises. All aspects covered by labor relations, especially employee turnover management,
can easily lead to labor disputes if not handled properly. As a consequence, employee turnover
management is an important link that can not be ignored in human resource management.The
target Company H studied in this thesis is a small and medium-sized private real estate
enterprise. Because of the relatively low quality and high mobility of the overall personnel in
the real estate industry, and the shortcomings of H Company's own human resource
management in social security payment, working time management and so on, it results in the
escalation of contradictions between employers and employees and a prominent outbreak when
employees leave. As a result, it brought frequent labor disputes in H Company in the past two
years.
This thesis takes three representative cases of labor disputes during the departure of
middle managers in H Company as the starting point, and adopts the method like case study
from the perspective of employee organizational identity. This study makes an in-depth
analysis and research on the current situation of employee turnover management in H Company
by using relevant theories and principles, such as corporate culture management theory, social
security theory, individual motivation theory and labor dispute cause theory. This study
summarizes the causes of labor disputes among its outgoing middle managers: the first reason
is the lack of standardization of employee turnover management in H Company, which has
become the trigger of labor disputes. Further analysis reveals that deeper reason is that the
relevant legitimate rights and interests of employees can not be protected and become the
catalyst for labor contradictions due to the weak human resources management of H Company,
the lack of professional management personnel, the imperfect relevant management system and
the lack of enforcement. The most critical reason lies in the sub-health of corporate culture
caused by the uneven quality of managers and improper management methods in H Company,
the psychological discomfort of employees caused by the cultural differences between the
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大连理工大学专业学位硕士学位论文
North and the South, the negative impact of changes in the external economic environment on
employees, and the unhealthy psychological positioning of employees and other factors. They
have become the soil for the contradiction between the two sides of labor.
Based on the analysis and summary, according to the principle of human resource
management, this study combines the employee resignation management theory with the actual
situation of H Company, and puts forward operable solutions to improve its employee
resignation management from five aspects: resignation management, performance management,
salary management, social security benefits and corporate culture. Through this scheme, this
thesis tries to improve the employee turnover management of H Company, strengthen the
harmony of its labor relations, improve the level of human resource management of H
Company, and promote the healthy and long-term development of H Company. It intends to
provide reference for many small and medium-sized private enterprises in employee turnover
management and human resource management standards.
Key words: Human resource management; Labor disputes; Leave management
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