Study On The Factors Of Talent Flow In Private Natural Gas Enterprises

Employees’ freewill resignations directly affect companies’ stability of talents. If a company’s turnover rate is too high, meaning it continuously loses talents, this company will suffer a great loss. Employees quit jobs out of their own free wills and their own free wills are closely related to their characteristics, organizational environments and social environments. This research took HJTZ as an example and probed into the factors that give rise to peoples’ resignation through questionnaires. The research result will help enterprises to take measures to do better human resource managements in order to keep talents.Research contents include:employee characteristic, organizational factor, prediction on macro-economy and labor market; how different factors affect employees’ minds; factors that give rise to employees’ resignation.In this research, I collected80samples and used spssl9.1to analyze data. I drew the following conclusions:employees of this private gas enterprise were generally not satisfied with their organization. They had strong willingness to quit jobs; Female employees are more willing to leave office than male employees. Those less competent are more willing to leave office than those better at realizing objectives; Organizational factor, characteristic, macro-economy and labor market can influence employees’intention of leaving jobs; Organizational environment, expectation on salary, degree of completion of objectives, working ability, gender, predictions on the gas industry can have significant impacts on employees’ intention of leaving jobs.The research aims to give suggestions and measures to private gas enterprises managers on how to better control labile factors and reduce quit rate. Measures include: short-term human resource management and long-term human resource management. Short-term human resource management includes enhancing recruit tests, career planning, enriching cultural life and enhancing employee training and inter-employee communication. Long-term human resource management includes setting up the management theory of "people oriented", providing a platform for employees to grow and make progress, attaching great importance to increasing managers’management level, providing competitive salaries and improving enterprises’cultural cohesion force.