關(guān)于企業(yè)人才流失的原因及對策畢業(yè)論文Abstract隨著經(jīng)濟(jì)全球化的進(jìn)程，尤其是進(jìn)入市場經(jīng)濟(jì)的中國，企業(yè)人才流失問題越來越嚴(yán)重，在這種情況下，如何促進(jìn)人才的合理流動，提高企業(yè)對人才的吸引力，成為企業(yè)人力資源工作中亟待解決的難題。本文以一家國有企業(yè)為背景，探討企業(yè)人才流失的原因，并提出相應(yīng)的對策，以期為其他企業(yè)提供參考。Keywords：企業(yè)、人才流失、原因、對策Contents1.Introduction…………………2.LiteratureReview…………..2.1DefinitionofEmployeeTurnover2.2ReasonsforEmployeeTurnover3.ResearchMethodology……………………3.1ResearchDesign3.2DataCollection4.Results………………………4.1DemographicCharacteristicsofRespondents4.2ReasonsforEmployeeTurnover5.Discussion……………………5.1AnalysisoftheCausesofEmployeeTurnover5.2CountermeasuresforEmployeeTurnover6.Conclusion……………………References………………………1.IntroductionEmployeeturnoverhasbecomeanincreasinglysignificantissueintoday'sbusinessenvironmentbecauseoftheincreasinglycompetitiveandcomplexglobalmarket.Employeeturnoverhasawiderangeofeffectsonorganizations,includingfinancialloss,decreasedproductivity,increasedrecruitmentcosts,andweakenedcompetitiveadvantage.Tooptimizethemanagementofhumanresourcesandenhanceemployeeretention,itisnecessarytoidentifythecausesofemployeeturnoveranddevelopmeasurestoreduceemployeeturnover.Inrecentyears,theissueofemployeeturnoverhasbecomeamajorproblemformanyenterprises,andmanycompanieshavesufferedalotfromit.Thisstudyisbasedonaninvestigationofastate-ownedenterprise(SOE)locatedinChina,anditaimstoexplorethecausesofemployeeturnoverinthisenterpriseandtoputforwardcorrespondingmeasurestopreventemployeeturnover,whichisofgreatpracticalsignificanceforotherenterprises.ThespecificobjectivesofthisstudyaretoidentifythedemographiccharacteristicsoftheemployeesintheSOE,toanalyzethereasonsforemployeeturnoverinthisenterprise,andtoproposeappropriatemeasurestoreduceemployeeturnover.2.LiteratureReview2.1DefinitionofEmployeeTurnoverEmployeeturnover,alsoknownasstaffturnover,isageneraltermusedtodescribetheprocessinwhichanemployeeleavesanorganizationandisreplacedbyanewemployee(Johari&Yusof,2016).Employeeturnovercanbedividedintotwocategories:voluntaryturnoverandinvoluntaryturnover(Jain&Gupta,2016).Voluntaryturnoverreferstothesituationwhereemployeesdecidetoleavetheorganizationoftheirownaccord,whileinvoluntaryturnoverreferstothesituationwhereemployeesareaskedorforcedtoleavetheorganizationduetoreasonssuchaslayoffsordismissals.2.2ReasonsforEmployeeTurnoverThecausesofemployeeturnovercanbedividedintotwocategories:externalfactorsandinternalfactors.Externalfactorsrefertotheeconomic,social,cultural,andlegalenvironmentsoutsidetheorganization,whileinternalfactorsrefertotheorganizationalfactorsthatinfluenceemployeeturnover(Sherin&Tamilselvan,2015).Externalfactorsthatcontributetoemployeeturnoverincludeincreasedemploymentopportunities,competitivesalarypackages,andbettercareerprospectsinotherorganizations,thelackofsocialrecognition,familyresponsibilitiesorrelocation,andgovernmentpolicies.Internalfactorsthatcontributetoemployeeturnoverincludepoorworkingconditions,lackofjobsatisfaction,limitedopportunitiesforcareerdevelopment,lackofcommunicationorrecognition,andlowmorale.Inaddition,leadershipstyleandmanagementpracticesalsoplayanimportantroleinemployeeturnover.3.ResearchMethodology3.1ResearchDesignAquantitativeresearchmethodwasadoptedinthisstudytoacquiredetailedandaccuratedatafromaselectedsampleofemployeeswithinanSOE.Ananonymousquestionnairewasdesigned,whichcomprised24questionsdividedintotwoparts.Thefirstpartwasconcernedwiththedemographiccharacteristicsofemployees,includinggender,age,educationallevel,position,andlengthofservice.Thesecondpartwasfocusedonthereasonsforemployeeturnover,whichincludedbothexternalandinternalfactors.3.2DataCollectionDatacollectionwascarriedoutbetweenJulyandAugust2021,usinganonlinesurveytool.Thesurveywasdistributedto200employeesselectedfromtheSOE.4.Results4.1DemographicCharacteristicsofRespondentsThesurveywascompletedby176employees,resultinginaresponserateof88%.ThedemographiccharacteristicsoftherespondentsarepresentedinTable1.Table1.DemographicCharacteristicsofRespondentsCharacteristic\tNumber\tPercentageGenderMale\t98\t55.7%Female\t78\t44.3%EducationLevelHighSchool\t13\t7.4%CollegeDiploma\t48\t27.3%Bachelor'sDegree\t67\t38.1%Master'sDegree\t34\t19.3%PhD\t14\t8%PositionJuniorStaff\t87\t49.4%MiddleManagement\t65\t36.9%SeniorManagement\t24\t13.6%LengthofServiceLessthan1year\t18\t10.2%1-2years\t41\t23.3%3-5years\t52\t