Study On The Resignation Of Outsourcing Employees In Jiangsu Oilfield Transportation Logistics Center

The 20th Party Congress report clearly put forward:accelerate the construction of a new development pattern,and focus on promoting high-quality development.More and more companies have started to gradually outsource some of their non-core businesses and hire a large number of outsourced employees to work for them in order to achieve high-quality development and maintain their core competitive advantages in the face of fierce competition.However,the lack of belonging of outsourced employees to the company,poor career advancement,communication and integration with regular employees and different pay for the same work are always problems in the management of outsourced employees,which also makes the turnover rate of outsourced employees remain high and seriously hinders the process of high-quality development of the company.As a tertiary unit under Sinopec,Jiangsu Oilfield Transportation and Logistics Center has employed a large number of outsourced staff to enhance its core competitiveness and achieve the goal of making state-owned enterprises bigger,stronger and better,and the current proportion of outsourced staff has accounted for 54.2%of the total number of employees.Therefore,it is very important for Jiangsu Oilfield Transportation and Logistics Center to reduce the turnover rate of outsourced employees and make them stay,integrate and create value for the company.This paper is based on equity theory,hierarchy of needs theory and motivation theory,and uses literature research method,interview method and questionnaire method.Firstly,on the basis of reviewing a large amount of literature and relevant theoretical analysis,we analyzed the current situation of the outsourced staff team,separation situation and separation characteristics of Jiangsu Oilfield Transportation and Logistics Center;secondly,by conducting a survey on job satisfaction of outsourced staff and conducting interviews with the separated outsourced staff,managers of the Human Resources Department of Jiangsu Oilfield Transportation and Logistics Center,grassroots managers of Jiangsu Oilfield Transportation and Logistics Center and managers of the labor service company Finally,12 countermeasures were proposed to improve the employment system,smooth the career promotion channel,strengthen the corporate culture,and care for the outsourced employees.It is hoped that this paper will be a reference for the decision to reduce the turnover rate of outsourced employees in Jiangsu Oilfield Transportation and Logistics Center,and will contribute to improving the management of outsourced employees and enhancing the core competitiveness of the company.