Case Study On New Employee Turnover Of M Company

With China's economy entering a new normal,the traditional garment industry is facing the challenge of transformation and upgrading.However,for a long time,China's garment industry relies on labor force rather than talent to promote industrial development,resulting in human resources and industry development can not be well matched,the overall core competitiveness is weak,seriously hindering the further development of the industry.Although in recent years,the clothing industry has taken some improvement measures,mainly including high-salary employment of outstanding talents or attracting graduates from clothing colleges and universities,but due to poor human resources management,these new employees did not wish to help the development of enterprises,but have left the enterprise,looking for other ways.Frequent turnover of new employees not only greatly increases the cost of human resources,but also brings a burden to the daily operation of enterprises.Therefore,how to reduce the turnover rate of new employees has become an urgent problem in China's apparel industry.M company is an Italian international clothing brand introduced by China's women's clothing giant Y in 2010.E is employed as the general manager to be responsible for the operation and management of M company in China.In 2016,the company introduced the international luxury fashion women's brand B and two coffee restaurant brands,began to gradually diversify.However,because enterprises do not attach importance to the construction of internal management system,frequent turnover of new employees,not only affects the steady development of enterprise clothing brand,but also restricts the expansion and expansion of coffee catering brand,and even threatens the survival of enterprises.Based on the study of three typical incidents of new employee turnover management in M company,this paper analyzes the problem of new employee turnover in M company by using the methods of literature study,case study,and theory-practice.Finally,it focuses on the three reasons of unclear post responsibility,lack of new employee training and weak corporate culture,which make the new employees in M company.The high rate of industrial wastage has hindered its further development.Therefore,while studying the serious problem of new employee turnover,it also reflects the problem of internal management chaos.After clarifying the reasons behind the frequent turnover of new employees in M company,from the perspective of human resources management,using the expectancy theory,competency theory,demand theory and other basic knowledge to help M company improve the current human resources management system.On the one hand,it helps M company to get rid of the trouble of new employee turnover,improve the stability and loyalty of new employees,at the same time,the lower turnover rate of new employees reduces the cost of human resources,the retention of new employees for the development of enterprises to provide adequate human resources support;in the long run,it is conducive to maintaining the vitality of enterprises,to carry out innovation.New activities,so that enterprises always maintain their competitive advantage in the fierce market competition in an invincible position.On the other hand,the successful solution to the problem of new employee turnover in M company has a certain guiding role and reference significance for other enterprises with the same or similar problems in China's garment industry.