近几年来，中国的教育市场在知识经济的高速发展中，体现出了良好的增长趋势， 教育培训行业也迎来了空前的投资热潮，尤其是以K12为主体的中小学课外教育培训项 目。在2018年我国的中小学学生数量已有两亿人之多，其中70%以上的学生会在课外时 间去选择学习各种形式的课外辅导项目。在巨大的市场需求背后，K12的教育培训行业 还是处于起步阶段，各家机构都在摸索中前行。数量庞大的中小机构由于各种原因的相 互影响，背后危机四伏，想要快速发展是非常难的。 BK教育培训中心是一家刚刚成立不久的初高中课外辅导机构，属于中小机构中的一 员，所面临的问题和同行业中的其他中小辅导机构如出一辙：优秀教师缺乏，教学力量 薄弱，员工流动性大，以及机构自身文化底蕴的缺失。这些问题都会使得机构的发展面 临许多危机。在不缺乏市场份额的情况下，怎样做好稳定团队人员结构的工作，是BK 教育急需解决的问题。 本文将以BK教育为研究对象，通过对本机构经营情况和员工工作表现的实际分析， 发现本机构内由于员工工作量较大、无法得到职位晋升的机会、绩效考核不全面和企业 文化缺失等问题，造成在员工流失方面的困境。在对理论描述和问题成因分析后，提出 了合理安排员工数量、建立职位晋升体系、完善绩效考核制度和建立健全企业文化等多 种建议。通过具体的实施方案，希望能够帮助本机构解决员工流失的实际问题，最大限 度的提升员工工作潜能，形成机构自身内部的核心竞争力，助力BK教育的健康长远发 展。 关键词：教育；员工流失；绩效管理；企业文化 - II - A Case Study of BK Educational Human Resource Management Abstract In recent years, China's education market has shown a good growth trend in the rapid development of knowledge economy. The education and training industry has also ushered in an unprecedented upsurge of investment, especially in the extracurricular education and training projects of primary and secondary schools with K12 as the main body. In 2018, the number of primary and secondary school students in China has reached 200 million. More than 70% of the students will choose to study various forms of extra-curricular counseling projects in their extracurricular time. Behind the huge market demand, K12 education and training industry is still in its infancy, and various institutions are exploring ahead. A large number of small and medium-sized institutions because of the interaction of various reasons, behind the crisis, it is very difficult to achieve rapid development. BK Education Training Center is a newly established extracurricular counseling institution in junior and senior high schools. It belongs to one of the small and medium-sized institutions. It faces the same problems as other small and medium-sized counseling institutions in the same industry: lack of excellent teachers, weak teaching force, high mobility of employees, and the lack of cultural heritage of the institution itself. These problems will make the development of institutions face many crises. Without lack of market share, how to do a good job of stabilizing team structure is an urgent problem for BK education. This article will take BK education as the research object, through the actual analysis of the organization's operation situation and staff performance, it is found that due to the large workload of employees, the lack of opportunities for promotion, the incomplete performance appraisal and the lack of corporate culture, the dilemma of staff turnover is caused. After describing the theory and analyzing the causes of the problems, this paper puts forward several suggestions, such as reasonable arrangement of the number of employees, best efforts to promote the position system, improvement of performance appraisal system and establishment of a sound corporate culture. Through the specific implementation plan, I hope to help the organization solve the actual problem of staff turnover, maximize the potential of staff work, form the core competitiveness of the organization itself, and help the healthy and long-term development of BK education. Key Words：Education; Staff turnover; Performance management; Corporate culture - III - 目 录 摘要 ............................................................................................................................. I Abstract ............................................................................................................................. II 1 绪论 .............................................................................................................................. 1 1.1 研究背景与研究目标 ....................................................................................... 2 1.1.1研究背景 ................................................................................................... 2 1.1.2研究目标 ................................................................................................... 2 1.2 案例研究设计 ................................................................................................... 3 1.2.1研究方法 ................................................................................................... 3 1.2.2研究思路 ................................................................................................... 3 1.3 研究内容与结构安排 ....................................................................................... 3 1.3.1研究内容 ................................................................................................... 3 1.3.2结构安排 ................................................................................................... 4 2 案例正文 ...................................................................................................................... 6 2.1 公司介绍 ........................................................................................................... 6 2.1.1 BK教育 ................................................................................................. 6 2.1.2 BK教育人力资源现状 ......................................................................... 7 2.2 行业背景 ........................................................................................................... 8 2.2.1 行业背景介绍 ........................................................................................ 8 2.2.2 行业内人员流动情况 .......................................................................... 11 2.3 管理问题描述 ................................................................................................. 12 2.3.1 无人分担的工作量 .............................................................................. 12 2.3.2 遥不可及的升职加薪 .......................................................................... 14 2.3.3 责任不清的巨大压力 .......................................................................... 15 2.3.4 乏味工作里的消极情绪 ...................................................................... 17 3 案例分析 .................................................................................................................... 19 3.1 理论基础 ......................................................................................................... 19 3.1.1 员工流失理论 ...................................................................................... 19 3.1.2 个性分析理论 ...................................................................................... 20 3.1.3 激励理论 .............................................................................................. 21 3.1.4 绩效管理理论 ...................................................................................... 23 3.1.5 企业文化相关理论 .............................................................................. 24 - IV - 3.2 问题分析 ......................................................................................................... 25 3.2.1 员工工作压力过大 .............................................................................. 25 3.2.2 无法得到晋升机会 .............................................................................. 27 3.2.3 绩效考核制度不完善 .......................................................................... 28 3.2.4 企业文化建设缺失 ...............................................................