I 摘要 员工是企业重要的资源，是其在市场环境中最直接的竞争力的体现所在，没有人 才的企业在激烈的竞争形势下将缺少话语权。而员工的稳定性则是企业发展的必要基 本保障，若企业员工流失率过高，将给企业造成巨大损失，需要对其予以防范与控制， 才能确保企业的长久与稳定发展。近年来，A 公司员工流失率持续增长，尤其是 2018 年，流失率达到 23.43%,在同行业中员工流失率属于较高水平，由此对 A 公司的正常经 营造成一定影响。员工流失及防控问题，成为公司管理层亟待解决的问题。 人力资源管理作为企业经营活动中的重要部分，国内外学者对员工流失问题的研 究深度与广度也在不断增加，为企业员工流失的防范与控制奠定了理论基础。然而， 各公司的经营情况有所不同，员工流失的具体控制措施也不尽相同。本研究对我国企 业员工流失以及人力资源管理可以起到积极作用，不仅丰富了企业管理的相应理论， 为 A 公司员工流失的防控也提供了理论指导。本文提出的针对性防控措施，对 A 公司 的人力资源管理以及员工流失问题的管理有着积极意义，可以提升员工流失的防控效 率，促进企业稳定性得以提升，使企业的经营成本损耗得到降低，这对企业的持续发 展极为有益。 本文为探讨 A 公司人力资源管理方面的问题，在整理国内外学者关于员工流失相 关研究的基础上，结合需求层次理论、双因素理论以及心理契约理论展开研究工作， 研究表明员工流失对企业产生的影响表现在多方面，例如增加经营成本、对品牌形象、 企业竞争力以及在职人员的士气都会造成不利影响，同时企业的商业机密及技术机密 也可能随着员工的流失而被泄露，企业将面临着更大的经营难度及风险。A 公司近年来 员工流失现象日渐严重，为深入探究员工流失的原因，通过问卷调查的方式，设计问 卷对其流失成因进行研究，对问卷结果整理之后发现，员工流失主要原因在于六方面， 一是企业人本管理缺失，员工因感受不到人文关怀而流失；二是绩效评价体系有待完 善，有关员工绩效考核的相应机制不够灵活，与员工实际需求存在一定差距；三是员 工劳动保障制度不健全，尤其在职业安全、社会保护以及劳动保障方面，未给予员工 充分保障，导致企业员工工作积极性受到影响，进而逐渐出现流失；四是缺乏对员工 的职业需求给予充分关注，无法满足员工职业发展的需求；五是 A 公司员工的薪资水 平偏低，与同行业相比，存在一定差距；六是企业人际关系复杂，缺乏良好的工作氛 围。基于以上原因，笔者从实践层面提出适合 A 公司员工流失的防控措施，具体从加 强企业人本管理、强化绩效管理、完善员工保障机制、注重员工职业生涯规划、优化 薪酬体系设计、构建和谐企业文化这几大方面进行落实。希望可以为其他企业防控员 工流失提供一定借鉴建议。广东工业大学硕士学位论文 II 关键词：员工满意度；员工需求；员工流失；防控Abstract III Abstract Employees are an important resource for enterprises and the embodiment of their most direct competitiveness in the market environment. Enterprises without talents will lack the right to speak in a fierce competitive situation. The stability of employees is the necessary basic guarantee for the development of enterprises. If the turnover rate of employees is too high, it will cause huge losses to the enterprise, and it needs to be guarded and controlled to ensure the long-term and stable development of the enterprise. In recent years, the turnover rate of Company A has continued to grow. Especially in 2018, the turnover rate has reached 23.43%. In the same industry, this employee turnover rate is at a high level, which has a certain impact on the normal operation of Company A. The issue of employee turnover and prevention and control has become an urgent issue for the company's management. Human resource management is an important part of business operations. The depth and breadth of research on employee turnover at home and abroad is also increasing, laying a theoretical foundation for the prevention and control of employee turnover. However, the operating conditions of each company are different, and the specific control measures for employee turnover are not the same. This research can play a positive role in employee turnover and human resource management in China, which not only enriches the corresponding theory, but also provides theoretical guidance for the prevention and control of employee turnover of Company A. The targeted prevention and control measures proposed in this paper have positive significance for the management of human resources management and staff turnover of A Furniture Co., Ltd., which can improve the efficiency of prevention and control of employee turnover, promote the stability of enterprises, and reduce the operating costs of enterprises. Being reduced is extremely beneficial to the continued development of the company. In order to explore the problems of human resources management in Company A, this paper combines the theory of demand hierarchy, two-factor theory and psychological contract theory on the basis of arranging domestic and foreign scholars' research on employee turnover, and researches the direction of employee turnover. The impact of performance in many aspects, such as increased operating costs, brand image, corporate competitiveness and the morale of the incumbent staff will have a negative impact, while the company's trade secrets and technical secrets may also be leaked with the loss of employees, the company will face Greater operational difficulty and risk. In recent years, the phenomenon of employee turnover has become more and more serious. In order to deeply广东工业大学硕士学位论文 IV explore the reasons for employee turnover, the questionnaire was designed to investigate the causes of the loss. After the results of the questionnaire were sorted out, the main reason for employee turnover was six aspects. The enterprise management is lacking, and the employees are lost due to the lack of humanistic care. Second, the performance evaluation system needs to be improved. The corresponding mechanism for employee performance appraisal is not flexible enough, and there is a certain gap with the actual needs of employees. Third, the employee labor security system is not perfect. In particular, in terms of occupational safety, social protection and labor security, employees are not fully protected, resulting in the enthusiasm of employees of the company being affected, and then gradually losing; fourth, the lack of adequate attention to the professional needs of employees, can not meet the career development of employees Demand; Fifth, the salary level of A company employees is low, compared with the same industry, there is a certain gap; sixth is the complex interpersonal relationship, lack of a good working atmosphere. Based on the above reasons, the author puts forward the prevention and control measures suitable for the loss of employees of Company A from the practical level, specifically from strengthening enterprise human management, strengthening performance management, improving employee protection mechanism, paying attention to employee career planning, optimizing salary system design, and building harmonious enterprise. The implementation of these major aspects of culture. I hope that I can provide some reference suggestions for the prevention and control of employee turnover in other enterprises. Keywords: Employee satisfaction; Employee needs; Employee turnover; Prevention and control目录 V 目录 摘要...............I Abstract...III 目录...............V 第一章 绪论.1 1.1 研究背景及研究意义...1 1.1.1 研究背景............1 1.1.2 研究意义............2 1.2 国内外研究现状...........3 1.2.1 国外研究现状....3 1.2.2 国内研究现状....4 1.3 研究内容与研究方法...6 1.3.1 研究内容............6 1.3.2 研究方法............7 1.4 本章小结.......................8 第二章 相关概念和理论基础....9 2.1 员工流失概念...............9 2.2 员工流失的特点...........9 2.3 需求层次理论.............10 2.4 双因素理论.................11 2.5 心理契约理论.............12 2.6 本章小结.....................12 第三章 A 公司员工流失现状及影响.......................13 3.1 A 公司概况..................13 3.2 A 公司员工流失现状.17 3.3 员工流失对公司产生的影响....................22 3.3.1 增加经营成本..22 3.3.2 影响品牌形象..22 3.3.3 影响企业竞争力.............................23 3.3.4 加大经营难度及风险.....................23 3.3.5 企业商业及技术机密流失.............23 3.3.6 影响在职人员士气.........................24 3.4 本章小结......................24广东工业大学硕