| The Yangtze River Delta region, China’s economically developed region, is China’s manufacturing agglomeration and the cultivation of small and medium enterprises. The enterprises in the Yangtze River Delta not only solve a lot of social problems, but also make some contribution to the economic development of the country and the region. However, with the influence of the world economic crisis, China’s economic slowdown and other factors, the enterprises in manufacturing industry in the Yangtze River Delta region, especially the private enterprises and SMEs, have been losing a large number of front-line staff. The continued "labor shortage" has become the problem for many enterprises urgently need to solve.SA company is located in Changzhou City in the Yangtze River Delta region. It is an ordinary small and medium-sized private enterprise specialized in designing and manufacturing computer desks and other office furniture. As the same with other private enterprises, SA company is also facing the dilemma of the front-line staff turnover in recent years. The high turnover rate disturbs daily work of the company, causes a large loss of resources, and even seriously restricts the development of the company.This paper, taking SA company as the research object, obtains the information about development status, management system and first-line staff voluntary turnover through on-the-spot investigation, access to company data, interviews of SA 10 former front-line staff, 10 management personnel and 15 current front-line staff and questionnaire of 110 employees. This paper analyzes the current status, features and reasons of first-line staff voluntary turnover. The survey finds that SA has many problems in staff treatment, employee job satisfaction, as well as career development for front-line staff. And the main reasons for the problems include unreasonable salary and welfare system, limited occupation development space, tough leadership style, simple recruitment process, influence of personal feelings and family as well as change of work and social environment.This paper puts forward the preventive measures and coping strategies for SA to solve the problem of high rate of front-line staff turnover. It suggests that SA can gradually improve and perfect its management system and prevent the loss of front-line staff by optimizing the salary and welfare system, providing necessary growth chance and development space for front-line staff, establishing the "people-oriented" corporate culture, changing leadership style and improving the recruitment system. On the other hand, the company can also establish a turnover risk monitoring and early warning system to predict turnover intention and strengthen measures in daily work to prevent the leakage of company secrets. Once the front-line staff leave the company, the HR department should quickly start the departing staff management mechanism to complete exit procedure and launch a timely recruitment. Meanwhile, persons in charge have to smooth other staff’s emotion to avoid the diffusion of turnover influence and arrange other persons to cover the absence to ensure the production. Besides, the company needs to make an emergency plan to deal with a large number of front-line staff turnover. At the same time, the company should set up a special team to support the implementation of preventive and coping strategies with manpower, material and financial resources.Although, the first-line staff voluntary turnover has brought some negative effects to the development of SA company, the research on the issue of front-line staff voluntary turnover will help SA company to solve this problem and lead it to another prosperity. |
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