Research On Turnover Intention Of G Company’s First-front Employees

The new generation of80/90is currently the main force of our society, as well as themajor constitution of employees. They were born after the reform, grew up in the era ofinformation technology, economic globalization and the integration of Eastern and Westernculture. Most of them are the only child and have a good family environment. Most of themget high level of education as well. They are posted lots of "label": they make bold toeverything, they are no longer simply pander to his holiness and the elderly. Their workmentality is so unstable that quit and job-hopping are so common for them. Their overall highturnover rate is more than30%,5%higher than the average level.As the property management companies, G Company provide the basic andservice-sector front-line staff positions such as security, customer service and other basicservice-sector jobs. According to many young people, these positions are too basic, with noplace in society, poor career prospects and large work intensity, which can not meet theirexpectations for future work. However, more than half of G’s frontline employees are80/90young people, who desire to work independently and decently, as well as work relaxing withmore leisure time. They also desire to have supervisors who can understand and respect them.Therefore, G Company faces the problem of high turnover rate of the frontline employees. Itis the major and urgent management issues that how to retain the80/90front-line employees,and enable them to meet the needs of company’s future development better.Based on the literature review as well as the characteristics of G Company’s businessmodel and the management system of the front line staff, this paper understand manages’view about which factors influence front line staffs’ turnover intention and as well asfront-line employees’ evaluations about company’ management policies through interviewsand questionnaires. Three main reasons are credited with the high turnover rate of GCompany’s frontline employees based on the T test, analysis of variance, correlation analysisand regression analysis. Firstly, there is a big gap between various incentives provided by thecompany and the expectation by the front-line employees. Secondly, front-line employees feelgreater pressure of work such as the strong, nervous and intolerable. Thirdly, the company’sfront-line employees feel their psychological contracts are breached. The company did notprovide paid holiday, five insurance payments which are forced by the state law; the companydid not design good career development planning and promotion opportunities for thefront-line employees. Meanwhile, the analysis also showed that young, unmarried or withshort tenure front-line employees tend to have higher turnover. Finally, the paper put forward to suggestions to improve the company managementsystem for front-line employees. Firstly the company should employ the staffs by law such asproviding five insurance payments, paid holiday, etc. Secondly, the company should establishand improve channels of promotion and career development planning to meet the80/90employee career development needs. Thirdly, the company should strengthen the corporateculture propaganda such as organizing corporate culture propaganda activities for staffdedication, etc. Fourthly, the company should provide more humane care, such as more paidholidays and comfortable working environment. Fifthly, the company should provide a varietyof in-service training to help them grow up in their work. Sixthly, the company should buildthe internal communication mechanisms which can meet the needs of8090employees such asfairness, respecting and through the micro-letter or microblogging, etc. Seventhly thecompany should establish a fair incentive system such as level compensation system. Eighthly,the company should recruitment the proper frontline staff who matches the characteristics ofcompany’s business and culture.