制造业是我国国民经济的重要组成部分，对国民经济产生了重要影响。随着中国 改革开放地不断深入，市场经济程度也进一步加强，中国制造业开始逐步走向海外， 走向世界市场，但中国制造型企业还未彻底走向集约式发展，利润相对较低，研发、 运营上仍然存在一系列的问题，还有许多路要走。此外，中国制造型企业在管理上也 存在通病，那就是企业文化的薄弱和科学管理体系的缺乏。随着劳动力市场自由化和 商业化，市场在调节劳动力流动方面的作用已变得越来越重要，员工流失已成为企业 面临的普遍问题，尤其是一线员工的流失，这必将威胁企业的长期稳定发展。对一线 员工流失问题这一重大社会问题的研究，具有现实价值，也符合当前国家政策“稳就 业”的发展目标。员工流失是当今各地区、各领域面临的主要人才管理问题。在激烈 的市场竞争中，各行各业的员工流失率逐年上升。因此，如何留住人，已经成为制造 型企业竞争的一个重要领域，拥有一个科学的员工稳定系统，变得越来越关键。 21世纪以来，人才不再被体制所束缚，尤其是90后、00后更加青睐自由化的劳 动力市场，传统的商业模式已经不再适应社会的需求，传统制造业的吸引力对新一代 的劳动力逐渐减弱，解决和防止人才流失已成为一个制造型企业，迫切需要解决的问 题。2019年，通过前程无忧人力资源调研中心，针对2019年第四季度薪酬趋势、人 才流动状况进行了调研，调研显示：2019年员工整体离职率为18.9%，较2018年同 比下降9.6%。但是制造型企业的离职率不降反升。过度的员工流动对个人、企业和 社会都会带来不同程度的影响，这不仅会增加个人就业机会的成本，影响个人生活和 职业发展，还会导致企业的运营成本增加、形象损害等不良影响。因此，对于企业和 社会而言，将员工流动率控制在一个合理的范围内是非常必要的，特别是“稳就业” 的背景下，管理和控制员工流动问题迫在眉睫。 XX企业为江西某卫浴产品制造型企业，近年来，XX企业一线员工的大量流失， 直接影响了企业长期稳定发展。因此，有效控制一线员工的离职率，是XX企业当前 亟待解决的问题之一，要尽快的找到有效地人力资源管理方案，降低其一线工作人员 的离职率。本文结合员工的离职理论、激励理论、忠诚度理论，选取江西省XX制造 型企业作为案例样本，采用调查问卷和访谈的方式对XX企业进行现状分析，了解新 经济形势下制造型企业一线员工流失情况，以及其影响因素，并提出优化薪酬晋升激 励机制、健全职业发展成长机制、强化人力资源管理保障机制等策略。以期通过人力 资源管理的角度，促进构建和谐的工作关系，提高制造业的人力资源管理水平，降低 一线员工的离职率。本研究对制造业一线员工流动问题，以及人力资管理具有一定的 实用价值。主要探讨了制造业的一线员工流动问题，一是在当前新经济和“稳就业” 背景下，聚焦制造业一线员工流动问题，作为如何优化人力资源管理实践的方向。二 II 是以XX企业为调查对象，分析了其制造业一线员工流失的原因，并进行问题归因。 最后提出相应的人力资源管理控制进策略。本文为扩大和丰富关于制造型企业一线员 工流动问题研究提供相应借鉴。 关键词：一线员工； 制造型企业； 流失率； 管控策略 III Abstract Manufacturing industry is an important part of Chinese national economy, which has an important impact on the national economy. With the continuous deepening of Chinese reform and opening up, the market economy has further strengthened, Chinese manufacturing industry has gradually started to go overseas and the world market, but Chinese manufacturing enterprises have not completely moved to intensive development, and their profits are relatively low. There are a series of problems and need more effort. In addition, Chinese manufacturing enterprises also have common problems in management, such as weak corporate culture and lack of scientific management system. With the liberalization and commercialization of the labor market, the role of the market in regulating labor mobility has become more and more important. The loss of staff has become a common problem for enterprises, especially the loss of front-line staff, it must threaten the long-term stable development for the enterprises. The research on the major social issue of front-line staff turnover has practical value and is also in line with the current national policy of "stabilizing employment". Staff turnover is a major talent management problem in various regions and fields today. In the fierce market competition, the turnover rate of staff has increased year by year in each industry. Therefore, how to retain people has become a key point of competition for manufacturing enterprises, and it is becoming more and more critical to have a scientific staff stability system. Since the 21st century, talents are no longer tied by the system, especially in the younger generation who born after 1990 and 2000, they liked the liberalized labor market. The traditional business model is no longer adapted to the needs of society. The attraction of traditional manufacturing industry is gradually weakened for the young generation. To solve and prevent brain drain has become an urgent problem to be solved in manufacturing enterprises. In 2019, a survey was conducted on the C&B trend and talent mobility in the Q4 of 2019 via 51 job human resources research center. The survey showed that the overall turnover rate of staff in 2019 was 18.9%, decreased 9.6%. However, the turnover rate in the manufacturing industry has continued to rise. Excessive staff mobility will have varying degrees of impact on individuals, businesses and society. This will not only increase the cost of individual employment opportunities, affect personal life and career development, but also lead to increased corporate operating costs and damage the image. Therefore, it is very necessary for enterprises and society to control the staff turnover rate within a reasonable range, especially in the context of "stable employment", and it is IV imminent to manage and control the problem of staff turnover. The XX enterprise is a sanitary manufacturing enterprise in Jiangxi. In recent years, the large number of front-line staff at the XX enterprise has directly lost their long-term stable development. Therefore, effectively controlling the turnover rate of front-line staff is one of the problems that XX enterprise need to solve at present. It is necessary to find an effective human resource management plan as soon as possible to reduce the turnover rate of its front-line staff. This article combines staff turnover theory, motivation theory, and loyalty theory, selects XX enterprise in Jiangxi Province as an example, uses questionnaires and interviews to analyze the current situation of XX enterprise, understands the frontline staff turnover of manufacturing enterprises in the new economic situation, influencing factors, and put forward optimize the C&B and promotion mechanism, improve the mechanism of career development and strengthen HR management guarantee mechanism. With a view to human resource management, it is expected to promote the establishment of harmonious working relationships, improve the level of Human Resource management in the manufacturing industry, and reduce the turnover rate of front-line staff. This research has certain practical value for the front-line staff mobility in manufacturing industry and human resources management field. It mainly discusses the problem of front-line staff mobility in the manufacturing industry. At first, focus on the problem of front-line staff mobility in the manufacturing industry in the context of the current new economy and "stable employment" as a direction for how to optimize human resource management practices. The second is to take XX enterprise as the object of investigation, analyze the reasons for the loss of front-line staff in the manufacturing industry, and conduct problem attribution. Finally, propose the corresponding human resource management control strategy. This article provides corresponding reference for expanding and enriching the research on front-line staff mobility in manufacturing enterprises. Key words： Front-line staff； Manufacturing Enterprises； Turnover Rate； Control Strategy VI 目 录 第1章 绪论 · 1 1.1 研究背景和意义 ······ 1 1.1.1 研究背景 ·········· 1 1.1.2 研究意义 ·········· 1 1.2 国内外研究现状 ······ 2 1.2.1 员工流失的影响因素 ············· 2 1.2.2 员工流失的对策研究 ············· 4 1.2.3 文献综述 ·········· 5 1.3 研究内容与方法 ··