关于民营企业员工流失的控制

范文编号:GS098  字数:21921,页数:27，有外文翻译

摘    要
 在当前知识经济时代，人才已经成为企业最重要和最基本的组成部分，人才资源已成为决定一个成功企业兴衰成败的关键因素，科学的人力资源管理对企业发展的战略性作用将愈加突出，但由于我国民营企业人力资源管理实施较晚，存在着诸多急需解决的问题。目前，民营企业面临较突出的问题中，员工频繁跳槽的问题不仅影响了企业的稳定性，还可能带走企业的客户或技术秘密，给企业造成难以估计的损失。而面对着民营企业的员工流失给企业造成难以估计的损失和给民营企业带来发展的障碍，因此，本文主要是从分析民营企业员工流失原因入手，提出了解决这一问题的措施。
 首先，通过民营企业现阶段发展状况资料的收集和在两家民营企业的实习期间获得的信息，简要概述了民营企业人力资源管理的发展现状，针对民营企业在人力资源管理的不足，提出其存在的问题。
 其次，根据提出人力资源管理上存在的问题，分析其相关资料和数据以及在民营企业实习期间与其员工相处得到的相关信息，得出民营企业人力资源管理上造成员工流失的原因。
 最后，通过对民营企业人力资源管理上造成员工流失原因的分析，参考民营企业员工在国内外的研究状况并运用学过的管理上知识原理，提出了解决民营企业造成员工流失问题的对策。

关键词：民营企业，员工流失，人力资源，薪酬制度，激励机制

Abstract
 The abstract in the current knowledge economy time, the talented person already became the enterprise to be most important and the most basic constituent, the human resources has become decided a successful enterprise prosperity and decline success or failure the key aspect, the scientific human resources management the strategic function which will develop to the enterprise even more is prominent, but because Our country Private enterprise human resources management implementation is late, has many urgent need solutions the question. At present, not only the private enterprise faced with the prominent question in, the question which the staff changed job frequently has affected enterprise's stability, but also possibly carried off the enterprise the customer or the technical secret, caused the inestimable losses to the enterprise. But faces private enterprise's staffs to drain to the enterprise causes the inestimable losses and brings the development for the private enterprise the barrier, therefore, this article mainly is drains reason obtaining from the analysis private enterprise staffs, proposed solves this question measure.    
 Firstly, myself through private enterprise present stage development condition material collection and in two private enterprise's practice period obtains the information, has outlined the private enterprise human resources management development present situation, in view of the private enterprise in the human resources management insufficiency, asks its existence question.
 secondly, according to proposed in the human resources management exists the question, analyzes of relevant information and data as well as the public should internships in harmony with the staff during the relevant information, obtains in the private enterprise human resources management to create the reason which the staff drains.
  Finally, through creates the staff to the private enterprise human resources management in to drain the reason the analysis, the reference private enterprise staffs in the domestic and foreign research condition and the operations research management the knowledge principle, proposed the solution private enterprise creates the staff to drain the question the countermeasure. 

Key words: Private Enterprise, Staff Drains, Human Resources, Salary System, Drive Mechanism
目        录
摘要……………………………………………………………………………………………I
Abstract……………………………………………………………………………………..…II
1  绪论…………………………………………….………………………………………….1
 1.1  题目背景及目的…………………………….…………………..……………..……1
 1.2  国内外研究状况……………………………….……………..………...………….1
 1.3  本文研究方法……………………………………….………..……………...…..2
 1.4  题目构成及研究内容………………………………………………………..….....3
 1.5  本范文研究的创新点……………………………………………….…………......3
2  民营企业人力资源管理发展状况及存在问题……………………………………….....4
 2.1  劳动关系管理不规范……………………………………………………………….4
 2.2  用人机制非理性化…………………………………………………………….......5
 2.3  薪酬管理体系存在误区………………………………………………………..…...7
 2.4  激励机制不够灵活有效…………………………………………………………….9
 2.5  对人力资源培训不重视…………………………………………...………….……10
3  分析民营企业造成员工流失的原因………………………………………………….…12
 3.1  规章制度意思薄弱……………………………………..…………………….….…12
 3.2  家族式经营的影响…………………………………………………...………….…12
 3.3  缺乏合理的薪酬制度和薪酬理念………………………………..…………..……13
 3.4  企业主对激励机制的理解过于简单……………………………..……………..…14
 3.5  没有意识到培训是一种投资和激励……………………………..…………..……16
4  解决民营企业造成员工流失问题的对策……………………………………….………17
 4.1  当地政府的协助建立规范的劳动关系……………………………..…………..…17
 4.2  建立科学的选人用人留人制度……………………………………...........…18
 4.3  建立全面的薪酬制度……………………………………………..…………..……19
 4.3.1  提供有竞争力的薪酬…………………………………….…………..……19
 4.3.2  重视内在报酬……………………………………………..………….……19
 4.3.3  实行基于技能的工资………………………………….…….………….…19
 4.3.4  增强沟通交流………………………………………….….………….……20
 4.3.5  重视员工的个人目标，开展职业生涯管理……………..……………...…20
 4.4  构建高效的民营企业激励体系………………………………..………...…..…20
 4.5  正确处理使用人才与人才培训的关系………….……………………….….…….22
结论………………………………………………………………………………….……..…24
参考文献………………………………………………………………………….…….…….25
致谢……………………………………………………………………………….……..……27

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