大连理工大学专业学位硕士学位论文
摘
要
人力资源是任何组织中最重要、最有活力的资源。随着经济快速地发展，人才市场
的竞争愈演愈烈。企业当前面临的最大挑战不仅是管理好这些资源，而且还要思考如何
保留他们。保留技术熟练、业务能力强的员工对任何企业都起着至关重要的作用，因为
员工的知识和技能对于公司的市场竞争力至关重要。随着时代的变迁，90后步出校园，
进入了社会，逐渐成为了企业在生产、技术、甚至管理等岗位上不容小觑的力量。90
后员工是职场新鲜的人力血液，也是饱含创新追求的重要载体。可以说，这些 90 后人
才的知识技能和创新能力，对企业的高质量发展起到至关重要的作用。
本文以PE公司为具体研究对象，主要研究公司90后员工流失的问题。首先，本文
通过梳理有关员工流失研究的相关理论，分析国内和国外对 90 后员工的性格特点及职
业偏好的研究状况，对PE公司的组织架构、人力资源现状、90后员工流失现状等，从
90后员工的性别、司龄、司龄和工龄对比、学历以及岗位结构方面做出具体分析和研究；
其次，通过问卷调查和面对面访谈法，结合马斯洛需求层次理论、亚当斯的公平理论和
心理契约整理出导致PE公司90后员工流失的真正原因是：薪酬的增长空间不足及分配
不均、员工个人发展空间受限、沟通渠道断开和员工关怀形式单一。然后，从薪酬福利、
个人发展、沟通机制和员工关怀等几个关键方面有针对性的制定符合PE公司90后员工
留存的方案。最后通过引入 DISC 测评进行团队管理、建立完善的人力资源制度和加强
企业文化建设三个方面做好保障措施，来保证PE公司的90后员工流失问题能够得到较
好的解决。
本文从 PE 公司的实际情况出发，运用人力资源管理的相关理论，提出了制定科学
的薪酬福利制度、优化员工发展管理体系、建立多方位员工和企业的沟通渠道和制定合
理创新的员工关怀体系的解决方案，帮助 PE 公司走出困境，取得更好的发展。同时也
为和PE公司同类型的企业，在90后员工留存方面提供相关的参考及帮助。
关键词：90后员 工； 员 工流 失 ； 人 力资 源管 理
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PE公司90后员工流失对策研究
Research and Countermeasures on Post-90s Employee Loss of PE
Company
Abstract
Human resources are the most important and dynamic resources in any organization. With
the rapidly development of the economy, competition in the talent market has intensified. The
biggest challenge that the organizations facing today is not only to manage these resources, but
also to think about how to retain them. Retaining skilled and business capable employees plays
a vital role in any organization, because the knowledge and skills of employees are crucial to
the company's market competitiveness. With the changes of the times, the post-90s have
stepped out of campus and entered society and have gradually become a force not to be
underestimated in production, technology, and even management positions. Post-90s
employees are fresh human blood in the workplace and an important carrier full of innovative
pursuits. It can be said that the knowledge, skills, and innovation capabilities of these post-90s
talents determine the life and death of enterprises on the road of future development.
This article takes PE company as the specific research object, and mainly studies the
problem of the company's post-90s employee turnover. First of all, this article analyzes the
domestic and foreign research on the personality characteristics and career preferences of
post-90s employees by combing through relevant theories related to employee turnover
research. The post-90s employees’ gender, tenure, tenure and seniority comparison, academic
qualifications, and job structure are specifically analyzed and researched; secondly, through
questionnaire surveys and face-to-face interviews, combined with Maslow’s hierarchy of needs
theory, Adams’ fairness theory and The psychological contract sorted out the main reasons for
the loss of post-90s employees in PE company are insufficient room for salary growth and
uneven distribution, limited space for employees’ personal development, disconnected
communication channels, and a single form of employee care. Then, from several key aspects
such as salary and benefits, personal development, communication mechanism and employee
care, to formulate a targeted plan for the retention of post-90s employees in PE company.
Finally, using DISC assessment for team management, establishing a sound human resource
system and strengthening the construction of corporate culture, the three aspects of ensuring
that the problem of post-90s employee turnover in PE company can be better resolved.
Starting from the actual situation of the PE company, this article uses the relevant theories
of human resource management to propose the formulation of a scientific salary and welfare
system, optimizing the staff development management system, establishing a multi-faceted
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大连理工大学专业学位硕士学位论文
communication channel between employees and the company, and formulating a reasonable
and innovative employee care system. Solutions to help PE company get out of difficulties and
achieve better development. At the same time, it also provides relevant reference and assistance
in post-90s employee retention for companies of the same type as PE company.
Key Words：Post-90s Staff; Employee Turnover; Human Resources Management
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