Empirical Analysis And Countermeasures Of The Brain Drain For The Small And Medium Sized Family Enterprises

The rapid development of economic globalization and international economicpromoted the deepening of China’s market economy development, especially in the privatesector, has been the rapid development of the socialist market economy, the privateeconomy has become the most dynamic component.According to the survey, more than80%companies around the world are family enterprises, more than30%of the world’sFortune500companies are also family businesses. Proportion of family enterprise up to90%in the absolute superiority in numbers, and many family enterprise already has aconsiderable scale.However, according to the relevant authorities, the average life of U.S.companies is40years,, Chinese is5year. And the average life of family enterprise ismore shorter than others.Althouth some of them are operatted mostly good,they alwaysgoes the way "rich, but three generations." Why such a short life cycle of the familyenterprises has been a problem which economists and business owners are commonconcern.Small and medium sized family enterprises has its inherent advantages in capital,management costs, social relations, cohesion and other obvious advantages in the earlydays, especially in the corporate growth. Centralized leadership style can adapt to theexternal environment in a timely manner to make the right decision-making; but theproblem of brain drain has become a bottleneck in the development of family enterpriseswhich they have to face to.The difficulty in recruiting and keeping people become harderand harder. The high rate of brain drain is a common phenomenon in the family enterprises.This paper analyzes the background and significance of the brain drain of the familyenterprises, drawing on the theoretical basis of previous studies related to brain drain tomake empirical research on the Small and medium sized family enterprises. Throughquestionnaires, collected Cangzhou Chemical Industry Park S small family enterprise’sinformation, based on the impact of employee satisfaction survey involved an environmentvariable, variables and structural variables such as individual elements as well as seminars,using qualitative analysis method for investigation summarize the results of the analysis.Finally, according to the analysis results, the Small and medium sized family enterprises can proceed to optimize the prevention of brain drain internal factors, includingconsiderations when recruiting,to establish a sound and reasonable remuneration system,toprovide good opportunities for promotion and development space for employees, tostrengthen vocational training and career development of practical planning, theestablishment of the line of effective incentive mechanism to create a good workingenvironment; as well as some external factors relative enterprises: the personalitycharacteristics of employees fully understand the arrangement of appropriate jobs, leavingpersonnel treat a series of measures, hoping to improve the brain drain phenomenon ofSmall and medium sized family enterprises.