The Study Of The Loss Of Staff And Countermeasures Of The Employees Of 1980's Generation In Railway Material Enterprises

Railway Material Enterprises are getting larger and stronger through the past twenty years of revolutionary development. And they become an indispensable part of Chinese railway construction. Railway Material Enterprises play a significant role in many aspects such as the national economic construction and the maintenance of social stability. The employees of the 1980's generation bear knowledge, skill, information and technique, and they are both the main creators of the future values and the potential resources of sustainable development of the enterprises as the rapid development of science technologies and economy. However, knowledge is the core factor of production in the times of knowledge economy. Meanwhile, the change of people's working mentality and the intensification of competition between enterprises make the circulation of employees of the 1980's generation more frequently. The brain drain of the 1980's generation will cause inestimable loss to enterprises. So how to enforce effective management to avoid the brain drain of this generation has drawn broad attention.Brain drain theory and the research of method of cybernetics are new study subjects in our country, and the study still limited in theoretical discuss and ideological spread currently. The empirical study is not visible in this field. In practice, state-owned enterprises have suffered from long term restriction of planned economy in their inner system and management ideas, particularly the weak situation of personnel management. The flow of the talents is generally from state-owned enterprises to private businesses or from domestic companies to foreign enterprises, especially the severe brain drain of the 1980's generation in recent years. As the infrastructural management of the Railway Material Enterprises is generally weak, we have to do vast amount of research work about the management of brain drain to create favorable conditions for the enterprises' application. So finding out the reasons for the brain drain of the 1980's generation and presenting resolutions to the problem have theoretical and applicable meaning.The study proceeds from the concept related to human hypothesis and harmonious management and make use of the Price-Mueller Model to design the employee resignation questionnaire. It makes use of the combination of the methods of qualitative analysis and quantities statistical analysis. The study reveals the problems of the management of the employees of the 1980's generation in human resources management, and designs the preliminary plan of the harmonious management system for the employees of the 1980's generation according to the objective chart of H personnel harmonious management.The objects of the thesis are the employees of the 1980's generation. It centers on the problems of brain drain of Railway enterprises, analyzes and discusses it in detail. The thesis is composed of five chapters. Chapter one (the Introduction) put forwards the background, significance, and the methods of the study. Chapter two gives a comprehensive report of the relevant theories involved in the research. Chapter three conducts questionnaire research into the current situation of the brain drain and analyzes the four variable group-environment, individual, structure and control comprehensively. It describes the reasons for the brain drain and the practical problems of employee management of the 1980's generation. Chapter four proposes the plan design of the harmonious management system of the 1980's generation of WZ company. In view of the problem of brain drain, it puts forward the objective of harmonious management system of the 1980's generation and designs the implementation plan on the basis of the analysis of the business management circumstances. Chapter five optimizes the harmonious management system of the employees of the 1980's generation of WZ company. Firstly, it set the employees of the 1980's generation as the definite objective of the plan. Then it carries out certainty optimization in management thought, management goal, and management system and management tool, etc. At the same time, it enforces uncertainty transformation of diversified demand and character diversification of the 1980's generation. Finally, it directly handles the uncertainty that can not be transformed to ensure the regular function of the harmonious management system. Chapter six expounds the theoretical and practical feasibility of the implementation of harmonious management on the employees of the 1980's generation as the conclusion of the thesis.