Research On The Influence Factors Of China’s Private Enterprise New Generation Knowledge Workers Turnover

In the21st century, the new generation knowledge workers has graduallybecome the main force of society and the core competitiveness of theenterprise.They bring the vigour and vitality to the enterprise and save strong powerfor the enterprise in the future with their pushfulness and passion.But as theaggravation of the talent competition and the personalities of emphasizingthemselves and the advocating freedom and dissatisfy of new generation knowledgeworkers, they turnover more and more frequent, especially in the privateenterprises,which influence the stability and development of the enterprise seriously,Therefore, how to reduce the new generation knowledge workers unreasonable,andfrequent turnover has become a problem to be solved to managers.Now,the research to the problem of new generation knowledge workersturnover is immature and less systematic in current academic circles. Therefore, this article will treat the influence factors of new generation knowledge workersturnover as the main contents and research this problem in theory and practice.This paper established a theoretical framework to the new generationknowledge workers turnover,and proposed the research hypotheses, and researchedthe factors of the turnover in demonstration with210workers from privateenterprise as samples. This paper put forward four conclusions: Firstly,the influencefactors of the new generation knowledge workers turnover from strong to the weakin turn are promotion opportunity, salary welfare treatment, enterprise management,interpersonal relationship, enterprise culture, the work order rhythms, the pressureof work, training opportunities, and the working conditions.The most importantinfluencing factor which they pay attention to is the growing demand,and then is therelationship demand,and the last is survival demand.Secondly,it’ a significantpositive correlation between the overall influence factors of the new generationknowledge workers and the turnover willing. From the specific situation, it’ asignificant positive correlation between the turnover willing and these sevenfactors,including promotion opportunity, salary welfare treatment, enterprisemanagement, interpersonal relationship, enterprise culture, the work order rhythms, training opportunities.Thirdly, the overall influence factors on employee turnoveraffect the turnover of the workers significantly and has good predictive power. Fromthe various influential level,there are predictive power and all positive effect to theturnover willing in the six factors,including promotion opportunity, enterprisemanagement, salary welfare treatment, enterprise culture, interpersonal relationshipand the work order tonal,and between the promotion opportunity and the turnoverwilling,those causal relationship are the most obvious,and the predictive poweris thestrongest.At the last,there is significant difference in some part of each factorsbetween different gender and different age of new generation knowledgeworkers,and in the major of each factors between different degree and differentfunctional departments of new generation knowledge workers. According to theempirical conclusions, the theoretical results are fixed. In addition, this papercompared the new generation knowledge workers and the old generation knowledgeworkers to improve the specific management for enterprise managers.According to the conclusion, this paper put forward some proceduremanagement measures,including meeting the new generation knowledge workers’growing demand, relationship demand, survival demand,to establish the prevention mechanism which combine the early warning mechanism and the talent reservemechanism to help the private enterprise to manage the new generation knowledgeworkers effectively, and to reduce their turnover.