【作者】 陈慧；

【导师】 张再生；

【作者基本信息】 天津大学 ， 高级工商管理（EMBA）（专业学位）， 2022， 硕士

【摘要】 受科技发展和市场需求等多方面因素的合力影响,国内高科技企业的数量不断增加。这类企业在享受社会发展红利的同时,也面临着日益激烈的市场竞争。要想在市场竞争过程中占据更多的优势,就要求高科技企业加强对人才的重视,尤其是应该强化对关键人才的离职管理。高科技企业减少关键人才的流失,不仅于自身发展有利,同时也是为社会、为国家发展保护人才的体现。研究中以X企业为案例,基于马斯洛需求层次理论、激励理论、培训理论、员工满意度理论和人力资本理论,采取理论分析法、实证分析法和定量分析法,分析其在关键人才管理中的落实现状,以及在关键人才管理中所存在着的问题和此类问题的原因。进而思考在企业员工离职管理中如何更好地借鉴各类成熟的经验,提出稳定企业员工的具体对策及相应建议,从而降低企业关键人才离职率,为该企业的稳定发展作出更多贡献。研究发现,目前X公司在发展中为了能够获得后续的可持续发展、保持自身的竞争优势,所以在发展中不断加强对关键人才的管理。但这些努力虽然取得了一定的成效,却依然面临着关键人才大量离职的情况。公司的关键人才离职情况具有规模大、离职原因多样、团体离职情况严峻等特点。这也暴露出公司在这一方面的管理不足:关键人才离职管理制度不完善、管理团队建设不足、管理意识薄弱、管理效果低下等。造成这一系列不足的原因在于:X公司在这一方面的制度建设能力不足、重视力度不够、缺乏对关键人才的战略性规划以及缺乏完善的反馈机制等。未来,X公司在发展过程中要想尽可能地减少关键人才的离职现象,就需要不断完善制度建设,让这一方面的工作走上正轨;提升管理团队的素质,以此尽可能地提升管理效率;强化管理意识,从战略高度出发对关键人才进行规划;重视结果反馈,不断地修正自身的管理手段。借助于上述诸多方面的努力,才能够更好地优化公司的管理,尽可能地减少宝贵人才的流失。更多还原

【Abstract】 The number of domestic high-tech enterprises is increasing due to the combined effect of scientific and technological development,market demand and other factors.While enjoying the dividends of social development,such enterprises are also facing increasingly fierce market competition.In order to occupy more advantages in the process of market competition,high-tech enterprises are required to pay more attention to talents,especially to strengthen the resignation management of key talents.Reducing the loss of key talents in high-tech enterprises is not only beneficial to their own development,but also reflects the protection of talents for the development of society and the country.In the study,taking enterprise x as a case,based on Maslow’s hierarchy of needs theory,incentive theory,training theory,employee satisfaction theory and human capital theory,theoretical analysis,empirical analysis and quantitative analysis are adopted to analyze its implementation status in key talent management,as well as the problems existing in key talent management and the reasons for such problems.Then think about how to better learn from all kinds of mature experience in the management of employee turnover,and put forward specific countermeasures and corresponding suggestions to stabilize the employees of the enterprise,so as to reduce the turnover rate of key talents of the enterprise and make more contributions to the stable development of the enterprise.The study found that in order to obtain the follow-up sustainable development maintain its competitive advantage,X company has continuously strengthened the management of key talents in the development.However,although these efforts have achieved certain results,they still face the situation of a large number of key talents leaving.The turnover of key talents of the company is characterized by large scale,diverse reasons for resignation,and severe group turnover.This also exposed the company’s management deficiencies in this aspect: the key talent turnover system is imperfect,the management team construction is insufficient,the awareness is weak,the management effect is low,etc.The reasons for this series of deficiencies are: X company’s insufficient institutional construction capacity in this area,insufficient attention,lack of strategic planning for key talents,and lack of a perfect feedback mechanism.In the future,if X company wants to reduce the turnover of key talents as much as possible in the process of development,it needs to improve the system construction and put this work on the right track;Improve the quality of the management team,so as to improve the management efficiency as much as possible;Strengthen management awareness and plan key talents from a strategic height;Pay attention to result feedback and constantly revise their own management methods.With the help of the above efforts,we can better optimize the management the company and reduce the loss of valuable talents as much as possible.更多还原