Status Quo Analysis And Countermeasures Of Employee Turnover Of Chinese Enterprises

Comparing with the rapid development, various enterprises successively appear. As the most important resource, employees have widely drawn the attention of the society and human sources management is becoming one important and morganatic part of enterprise management. Employee turnover has become a significant subject of human sources management on account of its great influence on society, enterprises and the people themselves.Comparing with the redeployment system of the 50's and 60's, great changes have occurred in frequency, space and people's concept to the phenomenon. Such phrases as "job-hopping"," lay-off etc. are not new any longer. To encourage a normal turnover and regulate it, it has become essential to establish a reasonable system by combing our country's features. However, a reasonable system firstly should base on an analysis to China's status quo and thereby provide reference and ground for working it out, which has been an unchangeable tendency.The causes of such a turnover are extremely complex and it has become much more frequent. Some western scholars either try to get to the root by investigating employees' satisfaction to their present position, knowing about other enterprises and chances for such a turnover or base their conclusions on an organization's life, the consistency between individual goal and a company's goal or regarding human resource accounting. Although these theories can partially explain the status quo of the turnover in China, they are not enough to solve all problems due to the human, historical differences between Chinese employees and those in the Western countries.There are less works regarding personnel turnover in China. The reason is that most Chinese scholars mainly focus on analyzing the causes, result and effect of the phenomenon. Facing the extreme complex causes, it is difficult to distinguish which cause is more predominant, which makes a relative analysis less pertinent. Further more, most analysis lacks sufficient statistic data as a strong support.Most of the analysis refer to or directly quote other foreign works and therefore the conclusions are less practical and convictive.Via accidental sampling, I made an investigation to the status quo of the employee turnover of Chinese enterprises. The sampling consists of 1,432 resumes including 1,001 online resumes from 100,000 and 431 from 800 personnel files of the company I am serving now. The objects cover people from all provinces and at the age of 16-65. Each sample includes personal information such as position, education status, age, frequency of job change etc.Firstly, by investigating the economic situation in the employees' residential place, I classify the people into three groups: littoral, central and western areas. Secondly, I discuss the difference between the western country and ours from the aspect of the employee ages, and explain the outstanding characteristics of ours: aged employees intend to be stable while the younger change their jobs frequently. The later also start working at their very early age. I also analyze the essential reasons for it. Thirdly I analyze the numbers of their demission and the last time of each job statically, explaining the phenomenon that the more times the employee have changed the jobs, the shorter their jobs last. I also analyze the employee turnover from the view of education status. Finally I afford my own opinions regarding how to effectively regularize employee mobility in China.