The Employee Turnover Risk And Intervention Mechanism Of Construction Enterprise For R Company As An Example

If the enterprises want to gain advantage in the market, they should have core competitiveness, and the competition will focus on talent. The new generation of employees, who can quickly acquire science and technology knowledge, will become the main force in many enterprises. The new generation grows up in high speed economy development environment. They pay more attention to respect, personality, self value realization, and have plenty of opportunities to choose work. But their organizational loyalty drops a record low. Due to frequent turnover, unstable working condition has brought trouble to the society, enterprise and individual. More and more people pay attention to the problem of employee turnover?For engineering construction enterprises, technical knowledge talent is particularly important. But each enterprise must face the industry talent competition and employee turnover problem, and have to deal with the negative effects brought by the employee turnover. Based on a large number of domestic and foreign literatures, this study uses the methods of literature, case and real data analysis, as well as the theory of human resource, organizational behavior and psychology, to summarize the influential factors of turnover intention, further analyze and research the current situation of human resources and staff turnover of R Company.The study found that the construction enterprise R company's employees are young, highly educated, to meet the requirements of the rapid development of enterprises. The average annual 5% turnover rate is far beyond the 1% turnover rate of state-owned construction enterprises. Through the investigation of the employees of R Company, we find that the reasons of the employee turnover are mainly concentrated in the aspects of social competition, employee's personality, enterprise management, labor form and so on. From the perspective of human resource management of construction enterprises, this paper puts forward a set of solutions for staff turnover, including organizing reasonable recruitment, making the reasonable salary and enhancing the enterprises competitiveness, introducing performance management and offering performance guidance, advocating employee lifelong learning, internal and external training, developing career planning to improve employee loyalty, encouraging employees to interact and creating a harmonious and friendly working environment. Through these measures to improve the human resources management of R company, in order to provide reference for other similar R company's construction enterprise management personnel.