【作者】 杨帅；

【导师】 王雁飞；

【作者基本信息】 华南理工大学 ， 工商管理（专业学位）， 2020， 硕士

【摘要】 随着我国的经济发展,近年来国企员工主动离职呈现加速态势,离职群体呈现年轻化趋势。国有企业青年员工的主动离职率不断攀升,给公司的经营带来了很大的负面影响,例如:公司的运营成本增加、公司无形资产流失、公司凝聚力遭到破坏、公司形象损害、社会管理成本增加、加剧区域经济发展不平衡和社会资源浪费等。尤其在2015年国家发展改革委发布《关于推进售电侧改革的实施意见》以来,我国电力市场化进程不断推进,社会资本不断涌入售电市场,各类售电主体不断涌现,面对售电公司高薪招揽人才,电网公司人才流失进一步加剧。本研究在国内外有关离职的文献资料研究基础上,对员工离职模型和影响员工离职的因素进行了梳理汇总。实证研究方面,首先提出了研究步骤和研究假设,结合X供电局的实际情况,设计出针对X供电局已离职青年员工和在职员工的访谈提纲,通过一对一的深度访谈,确定影响X供电局青年员工离职的主要因素;然后,依据影响X供电局青年员工离职的主要因素设计调查问卷,将调查问卷发放给X供电局在职青年员工,回收问卷后分析问卷调查结果,验证影响X供电局青年员工离职的因素。最后,通过以上实证研究,找出X供电局在人力资源管理方面存在的问题:缺乏有效的人力资源规划,招聘存在一定的人力资源错配;缺乏对青年员工职业发展的引导;薪酬体系有待优化;员工职业发展通道不通畅;缺乏对青年员工的关怀。根据以上人力资源管理问题,本研究提出以下应对措施:包括人力资源部门要转变管理方式,将离职管理从事后应对转变为事前预防;做好人力资源规划,在招聘时选择职业规划符合X供电局长期发展的新员工;人力资源管理者要做好青年员工职业导师的角色,制定规范的员工职业生涯流程,加强对X供电局青年员工职业发展的引导;优化薪酬体系,引入宽带薪酬体系,与绩效激励机制与职业发展体系相结合,激发员工的绩效潜能;扩宽职业发展通道,营造良好的职业成长环境;加强对青年员工的引导和关怀;管理方式要与时俱进,引导青年员工转变学生思维,搭建管理层与青年员工沟通桥梁,关注青年员工精神生活,建立信息反馈机制。更多还原

【Abstract】 In recent years,the voluntary turnover of employees in state-owned enterprises is accelerating,and the leaving group is getting younger and younger.State-owned enterprises rising young employees voluntarily turnover rate,to the enterprise management has brought a lot of negative effects,such as: enterprise operating costs increase,loss of intangible assets of enterprises,enterprise cohesion damage,damage the corporate image,the social management cost increase,intensify regional economic development imbalances and waste of social resources,etc.Especially since the national development and reform commission issued the implementation opinions on promoting the reform of the electricity selling side in 2015,China’s electricity marketization process has been continuously promoted,social capital has been pouring into the electricity selling market,and various electricity selling entities have been emerging.Faced with the high salaries of electricity selling companies to attract talents,the brain drain of power grid enterprises has been further aggravated.On the basis of the literature research on turnover issue,the study summarizes the turnover model and the factors affecting turnover.In terms of empirical research,firstly,the research steps and hypotheses are proposed.Based on the actual situation of X power supply bureau,an interview outline is designed for the young employees who have resigned from X power supply bureau.Through in-depth interviews,the main factors affecting the turnover of young employees in X power supply bureau are determined.Then,a questionnaire was designed according to the main factors affecting the turnover of young employees in X power supply bureau,and the questionnaire was distributed to young employees in X power supply bureau.After the questionnaire was recovered,the results of the questionnaire were analyzed to verify the factors affecting the turnover of young employees in X power supply bureau.Finally,through the above empirical research,the existing problems in human resource management in X power supply bureau were found out: lack of effective human resource planning,certain human resource misallocation in recruitment;lack of guidance for the career development of young employees;the compensation system needs to be optimized;employee’s career development channel is not smooth;lack of care for young employees.According to the above problems of human resource management,this study proposes the following countermeasures: including the human resource department should change its attitude,change the response after turnover management into prevention in advance,make human resource planning,and select new employees whose career planning conforms to the long-term development of X power supply bureau when recruiting;Human resource managers should play the role of career mentors for young employees,formulate standardized career processes for employees,and strengthen guidance for the career development of young employees in X power supply bureau;Optimize the salary system,introduce the broadband salary system,combine with the performance incentive mechanism and career development system,stimulate the performance potential of employees;Widen the career development channel,create a good career growth environment;To strengthen the guidance and care for the young employees,the management mode of X power supply bureau should keep pace with the times,guide the young employees to change the students’ thinking,build the communication bridge between the management and the young employees,pay attention to the spiritual life of the young employees,and establish the information feedback mechanism.更多还原