The Study On Corporate Culture In Personnel Retention Of Chain Restaurant Enterprises

With the rapid development of the economic globalization and integration, catering industry has developed well. However, currently, there exists a general and difficult problem in chain catering enterprises whether it is a chain restaurant of the Chinese food or the Western food. As a kind of contemporary management theory, the corporate culture is used to implement the corporate values in business management and improve the management level, the overall quality and the economic efficiency. In a nutshell, the corporate culture should be seared in business management. A good corporate culture helps to build a good working environment and atmosphere, so that employees and supervisors can get along well with each other and work efficiently, In addition, it also helps to build a reasonable incentive program and slary system, thus the manager can give full consideration to employees’needs, give them appropriate work, and manage the company from the perspective of corporate culture. As a result, it in turn promotes the construction of corporate culture.With the development of enterprises, currently the competition of enterprises is the competition of talents after all. The more key talents an enterprise can retain, the more labor costs it can save, and more competitive it can be in the fierce market competition in the future. The author mainly studied BS Group, which is the tycoon of the chain catering industry in this thesis, about the personnel retention, corporate culture, working atmosphere, incentive programs and other aspects by quantitative analysis of the questionnaire. Besides, the author specifically analyzed the unique characteristics of young employees and proposed a hypothesis. In particular, the author analyzed the impact of their personalities on personnel retention of business management, and verified the positive effects of working environment to the corporate culture, working environment to employees’ belongingness and incentive programs to employees. According to the investigation, findings are as follows:first, characteristics of employees do not have significant differences in the aspects of gender, education and job while differences in age and working life are significant. Second, working atmosphere in various genders, ages, education, work experience and jobs is not significantly different. Third, employees’ belongingness to the company is not significantly different in different genders, that is to say, these different factors do not affect the working atmosphere while belongingness to the company exists in different ages, education, work experience and jobs. For young employees, work is just a part of life, so evidently they are more difficult to have belongingness to the company than post-70s. Forth, corporate cultures are not significantly different in different genders, ages, education, work experience and jobs.Incentive factor is not significant different for employees in different ages, education, work experience has been no statistically. For employees in different ages, education background and working life, incentive programs inspire all of them to work hard. Fifth, working atmosphere has some positive effect to the corporate culture as well as corporate culture to belongingness and incentive programs to belongingness. Hence the construction of the corporate culture can be strengthened by improving the working atmosphere and creating a good atmosphere. It is conductive to enhancing employees’ belongingness to the company, personnel retention, and supporting the implementation of incentive programs. Based on the above findings, the author proposed practical plans and measures for BS Group, and provided specific suggestions to the issues of personnel retention. This thesis not only has great theoretical significance, but also provides a reference for other similar enterprises.