I 摘要 随着政治、经济、文化等方面的快速发展，促使现代社会、国家、企业等各类 主体对高等教育的需求及人才类型呈现出越来越细致的多元化的发展势态。早在上世 纪末，中共中央、国务院就颁发了《中国教育改革和发展纲要》，纲要指出：“国家 对社会团体和公民个人依法办学，采取积极鼓励、大力支持、正确引导、加强管理的 方针。”随着我国高等教育的改革,民办院校应运而生,S省NT理工学院也是这样的 时代产物。截至2015年，S省民办院校总数已达到50所，包括NT理工学院，SJ学 院、ZD职业技术学院、GH职业技术学院等等。然而，当前民办院校人才流动频繁， 人才流失严重，大大制约了民办院校当前的健康稳步壮大。近年来，人才流失已逐步 发展为直接阻碍民办院校前进道路最残酷的因素。如何看待民办院校人才管理方面的 现状，分析当前民办院校人才管理存在的问题与困难，如何保持人才队伍的稳定和谐， 成为我国各地民办院校亟待研究解决的重大课题。 民办院校作为我国高等教育的一种重要的办学模式，在多年的发展之下，取得 了可观的业绩，已经成为获得社会认可的高等教育的组成形式。但在光鲜的办学发展 的现状下，民办院校也面对一个十分残酷的现实。对于民办院校来讲,人才队伍是学 院生存、发展和壮大的决定力量。但目前民办院校的人才流失现状十分严重，已经对 院校人才队伍的稳定性和吸纳人才产生了影响，甚至造成了教学质量的下降，在宏观 层面上阻碍了民办院校办学水平的发展和社会竞争力的提高。人才流动是社会经济发 展的必然要求,民办院校教师作为社会高级知识群体的重要组成部分,其流动具有客 观必然性。我国民办院校教师流动是否合理关系到民办院校教师队伍的稳定与发展, 进而影响到我国高等教育可持续发展。本文正是基于这样的背景针对S省NT理工学 院的人才流失问题进行研究。 本文认为应该由理论研究与实践调研相结合，首先对人力资源、人力资源流动 与流失、民办高校、民办院校人才流失等相关概念进行了科学地界定；然后对于目标 一致理论、人力资源优势理论、需求层次理论、公平理论、人才流动等理论进行一定 阐述，再通过问卷调查、实证研究等方法贴合实际地找出NT理工学院人才管理过程 中存在的各种问题和流失现象的产生原因，从人力资源管理理论入手，结合调查问卷 的数据分析，探究出能够有效提高NT理工学院人才管理水平，减缓学院人才流失现 象的各种应对策略。文章最后把重点放在了实行策略的各种保障措施；并由点及面， 归纳出适用于我国民办院校人才管理的各种措施。 关键词：民办高校, 人才流失, 控制策略 III ABSTRACT With the rapid development of politics, economy, culture and so on, the society, the State , the enterprises and other kinds of subject present more and more detailed and diversificated development trend of the requirements of high education and talent types. As early as the end of last century, the Central Committee of the Communist Party of China, and the State Council have promulgated 《China Education Reform and Development Outline》.The outline clearly points out that the State runs school by laws for social organizations and individual citizens. Take actively encouragement, great support, correct guidance and strengthening the management policy. With the reform of higher education in China, private colleges and universities have emerged as the times require. The NT Institute of Science and Technology in S is also the product of this era. As of 2015, the total number of private colleges in S has reached 50, including NTUT, SJ College, ZD Vocational and Technical College, GH Vocational and Technical College, and so on.As of 2015, private colleges in Jiangsu Province have a total number of 50, including SJ University, ZD Polytechnic, GH Polytechnic College and so on.However,the current talent flow of private colleges is frequented, and the brain drain is serious, which greatly restricted the sustained and healthy development of the private colleges and universities currently. In recent years, brain drain has become the most cruel factor that hindering the private colleges path forward. How to think of private colleges and universities the status quo of high-level talent management, analysis the current problems and difficulties of private colleges high-level talent management and how to maintain the stability and harmony of talent team, have become the major issue as every private college in our country to solve urgently. As an important mode of running higher education in China, private colleges have achieved considerable results under the development of many years and have become a form of higher education that is recognized by society. However, under the current situation of glamorous school development, private colleges and universities also face a very cruel reality. For private colleges, the talent team is the decisive force for the survival, development and growth of the college. However, the current situation of brain drain in private colleges is very serious. It has already affected the stability of the talent team and the absorption of talents. It has even caused a decline in the quality of teaching. At the 西安电子科技大学硕士学位论文 西安电子科技大学硕士学位论文 IV macro level, it has hindered the development of the level of running private schools. The improvement of social competitiveness. The flow of talents is an inevitable requirement of social and economic development. The teachers of private colleges and universities, as an important part of the high-level social knowledge group, have an objective necessity. Whether the mobility of teachers in our private colleges is reasonable is related to the stability and development of the teaching staff of private colleges, which in turn affects the sustainable development of higher education in China. Based on this background, this paper studies the brain drain problem of NTUT in S Province. This paper believes that the combination of theoretical research and practical research should firstly scientifically define related concepts such as human resources, human resource flow and loss, private colleges and universities, and brain drain in private colleges. Then, the theory of goal consistency and human resource advantage theory The theory of demand hierarchy, the theory of fairness, and the flow of talents must be elaborated. Then through questionnaires and empirical research, we can find out the various problems and the causes of the loss phenomenon in the talent management process of NTUT. Starting from the theory of human resource management, combined with the data analysis of the questionnaire, we explored various coping strategies that can effectively improve the talent management level of NTUT and slow down the phenomenon of brain drain in the college. At the end of the article, the focus is on various safeguards for implementing the strategy; and from the point of view, the various measures applicable to the talent management of our national colleges and universities are summarized. Key words:private higher learning institution, brain drain, control strategy V 插图索引 图1. 1 研究框架图 .................. 8 图2. 1 人才、人力资源、人口关系图 ............... 10 图2. 2 人力资源流动、流失对比图 ................... 11 图2. 3 人力资源优势理论模型 ........................... 14 图2. 4 需求层次理论模型 .... 15 图2. 5 卡兹组织寿命模型 .... 17 图2. 6 库克曲线 .................... 18 图3. 1 NT理工学院组织架构图 ......................... 22 图3. 2 NT理工学院人才流失工龄分布图 ......... 25 图3. 3 普莱斯雇员流出的决定因素及中介变量模型 ...................... 35 西安电子科技大学硕士学位论文 VII 表格索引 表3. 1 NT理工学院人员结构表 ......................... 23 表3. 2 2013-2017 NT理工学院离职人数、人才流失率统计表 ..... 25 表3. 3 可靠性统计量 ........... 26 表3. 4 KMO 和 Bartlett 的检验 ........................ 26 表3. 5 人才流失影响因素主因子分析 .............. 26 表3. 6问卷基本信息统计表 27 表3. 7人才满意度影响因素明细表 ................... 28 表3. 8人才满意度影响因素分析表 ................... 29 表3. 9人才成才环境变量满意度统计表 ........... 29 表3. 10人才绩效考核变量满意度统计表 ......... 30 表3. 11人才科研环境变量满意度统计表 ......... 31 表3. 12人才同事认可变量满意度统计表 ......... 32 表3. 13人才培训变量满意度统计表 ................. 32 表3. 14人才领导欣赏变量满意度统计表 ......... 33 表3. 15人才离职意图影响因素明细表 ............. 34 表3. 16人才离职意图影响因素分析表 ............. 34 表3. 17人才流失影响因素变量分析表 ............. 35 表3.