B公司中高层管理人员离职原因与管理策略研究

【作者】 张艳；

【导师】 支华炜；

【作者基本信息】 天津工业大学 ， 工商管理（专业学位）， 2018， 硕士

【摘要】 在激烈的市场竞争环境中,员工离职是很多企业面临的重要问题。本文针对B公司中高层管理人员离职率偏高的现象,将理论综述与实地访谈调研相结合,从内、外两个维度对B公司人力资源管理中存在的主要问题及其成因进行了分析,进而提出了相应的制度优化对策。具体而言,本文通过实地调研,并结合国内外具有代表性的研究成果深入分析,通过“三叶草”理论、双因素理论、激励理论、需求层次理论等对B公司进行了深入分析,通过分析,从而得出B公司的经营现状、人力资源现状、管理人员结构、中高层管理人员现状、各层级层次分布现状、中高层管理人员工作现状;再次,通过深度访谈、问卷调查与数据收集、采用因果分析法、案例研究法等手段,对B公司中高层管理人员离职倾向和离职原因进行了收集与整理。最后,重点分析了中高层管理者的工作满意度、企业文化、员工关系、职业生涯规划等与离职意愿之间的关联性。从而得出B企业存在的离职共性问题是激励机制不健全,过于单一;企业文化建设不够完善;管理模式存在问题,管理者与员工沟通不顺畅;未有明确的职业生涯规划。在相关研究工作的基础上,针对以上离职问题,本文以降低B公司中高层管理人员流失率,提升其员工的工作满意度为基本目标,提出了以下改进建议:一是完善企业文化建设;二是改进中高层管理人员激励机制;三是树立以人为本的管理理念;四是构建员工职业生涯规划体系。通过以上方案的改进,可以有效的增强企业与员工之间的关系,从而达到员工的稳定性,从而促进企业的长远发展和具有社会竞争力。更多还原

【Abstract】 In the fierce market competition,employee turnover is a crucial issue faced by numerous enterprises.at the high turnover rate of managers in Company B,the paper analyzed main problems and causes in the human resource management of Company B from both internal and external dimensions through theoretical review and field investigation,and then put forward the corresponding countermeasures of the system.Specifically,through field research and in-depth analysis of representative research results at home and abroad,this paper firstly made a systematic review of relevant research both at home and abroad,Through applying "clover" theory,double-factor theory,motivation theory,hierarchy of needs,etc..analytical framework and theoretical basis of the thesis was constructed;Secondly,it summarized Company B’s current management situation,management structure,human resources status,and middle and senior management status,distribution status at various levels,and word status of middle and senior management;as well as their current work status;Thirdly,through in-depth interviews questionnaires and data collection,causal analysis,case studies and other means,the turnover intention and reasons of Company B’s mid-to-top-level managers collected and collated;Finally,the relationship between job satisfaction,corporate culture,employee relationship,career planning and turnover intention was analyzed.Therefore,it’s concluded that the common issue existing in Company B is that the incentive mechanism is imperfect and too simple.Corporate culture construction is inadequate;There are problems in the management mode and the communication between managers and employees is not smooth;There is no explicit career plan.On the basis of relevant research work,In view of the above separation,this paper aims at reducing the loss rate of mid-to-top-level managers in Company B and improving their employees’ job satisfaction.The following suggestions are put forward:the first is to improve enterprise culture construction.The second is to improve motivation mechanism of middle and senior management;The third is to establish a one-person management concept;Fourthly,build a career planning system for employees.Through the improvement of the above schemes,the relationship between enterprises and employees can be effectively strengthened,so as to achieve the stability of employees,and thus promote the long-term development of enterprises and have social competitiveness.更多还原