Diagnoses And Countermeasures Of Grass-roots Employees' Turnover In Company A

In the new market environment,the competition among enterprises is intensifying which is more inseparable from grass-roots employees' efforts,as well as the development of companies,especially to small and medium tech companies,and the management system attaches more importance to the management of junior staff.With the maturity of market economy system,the competition of talents has intensified,and the small and medium-sized enterprises have attached more importance to talent competition and its training.However,severe brain drain has been a long existing problem for these companies,which even has caused a series of adverse impacts.In this article,Company A is taken as the object of study and the turnover is elaborated in detail,moreover,practical countermeasures are proposed to provide theoretical guidance and reference for similar companies in China to handle brain drain.Such scientific research approaches as literature research method,empirical research,quantitative analysis and other scientific method are used in this research.Specifically,massive materials are collected by literature research method through multi channels,including database search,web search and library search,and relatively sound theoretical system is established based on sorting out of previous research results;meanwhile,practical countermeasures are proposed through analysis of document literatures and actual condition of Company A.In the empirical research and analysis,advanced scientific theories are used to analyze the primary staff turnover of Company A and its development trend during 2012-2016,and measures to lower the high grass root employee turnover in Company A are proposed.In the quantitative analysis,corresponding analysis frame is established through analysis of massive primary data collected in questionnaire survey to find the causes of grass root turnover in Company A,and the targeted solutions are proposed according to different causes,which are of great guiding significance.The basic structure of the article is: in Chapter I,the historical background of this research and current status of grass root employee turnover are outlined,and the content,objectives and significance of the research are elaborated;in Chapter II,the concept of grass root turnover is defined and relevant basic theories are described;in Chapter III,grass root employee turnover in Company A is introduced in detail and the causes are analyzed;in Chapter IV,the specific cause of high grass root employee turnover of Company A is made clear according to the analysis of questionnaire result;in Chapter V,detailed countermeasures are proposed;in Chapter VI,conclusion and prospect are made.Through the research,the following main conclusions are made:(1)based on the current theoretical achievements,opinions of servicing and resigned grass root employees are collected,as well as its data during 2011-2016 are collected to more clearly define the turnover in Company A.(2)Through the analysis of the survey results,the main causes of such high turnover in Company A are external factor,internal factor and employees themselves'.(3)The causes of grass root employee turnover in Company A are found through analysis,and corresponding solutions are proposed.Proposed countermeasures: based on the causes of grass root employee turnover in Company A,corresponding countermeasures and suggestions for employee turnover controlling of Company A are proposed.General idea for solving the problem in Company A is proposed,under which,three improvement measures are proposed:(1)Internal improvement measure: enhancing company leadership and monitoring the company manager system;pertecting the position and title assessment system and also the salary structure,strengthening company culture construction,improving working environment;perfectingdemission management and creating various promotion channels for the employees.(2)External improvement measures: establishing industry association and standard talent competition mechanism as well as unified industry talent database.(3)improving grass-roots employees' quality: enhancing their moral consciousness cultivation,upgrading their qualification,balancing between their work and families and helping them make career plan.