摘要
Ⅰ
摘要
随着经济的发展，越来越多的国家对制造企业更加重视起来。制造企业是实
体经济，对于国民就业及经济增长具有重大的拉动作用。但是制造企业也面临着
严峻的形式，尤其是传统的加工制造企业，利润空间小，生存艰难。制造企业对
于人才的吸引力逐年下降，出现“招人难、留人更难”的现象。制造业员工的高流
失率，尤其是操作岗“90后”员工的高离职率，成为阻碍制造企业的发展及转型
升级的重要因素之一。如何把操作岗“90后”员工居高不下的离职率降下来，留
下人才，发展人才，进而为企业的发展提供坚实的人力资源基础成为本课题研究
的目标
本课题的研究对象为A制造企业操作岗“90后”员工，对他们的行为特征、
离职原因进行分析研究，并试图寻找适合操作岗“90”后员工的管理方式方法，改
善制造企业操作岗“90后”员工高离职率现状，建立新型的管理制度，以促进制
造企业的可持续发展
本课题的研究过程是以A制造企业为研究样本，实地了解A制造企业操作
岗“90后”员工的管理现状及离职现状，通过对离职申请表、离职面谈表信息的
汇总分析了解该企业操作岗“90后”员工离职的基本情况和主要原因，并通过员
工满意度调查问卷进一步获取操作岗“90后”员工对A企业的满意度及离职影响
因素的相关事实数据，使用科学的统计分析方法得出A企业操作岗“90后”员工
离职的主要原因有：员工在企业感觉地位低，不受信任/认可/尊敬；企业的薪酬
体系不合理；职业发展有限；工作压力大，工作疲敝；企业文化问题等。当然，
员工离职行为并不是单一因素造成，通常是多个因素合力导致了员工离职行为
在针对操作岗“90后”员工高离职率的问题，本文提出五点应对措施：一是通过
尊重与认可员工、提高员工再劳动能力的方式来提高员工的体面劳动感知；二是
对操作岗“90后”员工的薪酬福利体系进行再设计来提高企业薪酬福利对操作岗
“90后”员工的吸引力；三是关注员工个人成长及职业生涯规划；四是通过工作
再设计、实行弹性工作时间制、改善工作条件环境、转变基层管理理念与方式等
降低员工工作疲敝感；五是打造“以人为本”的企业文化。通过管理方式和理念的
改革来有效降低离职率，确保企业正常生产需求，为转型升级发展提供助力
关键词：制造企业、操作岗“90后”员工、离职、管理对策
Abstract
Ⅱ
ABSTRACT
With the development of the economy, more and more countries pay more
attention to the manufacturing enterprises. The manufacturing enterprise is the real
economy, which plays an important role in stimulating the national employment and
economic growth. But the manufacturing enterprises are also facing a severe form,
especially the traditional manufacturing enterprises, the profit space is small, and the
survival is difficult. The attractiveness of the manufacturing enterprise to the talent is
declining year by year, and the phenomenon of difficult to recruit people and more
difficult to keep people appears. The high turnover rate of manufacturing staff,
especially the high turnover rate of post-90s employees, has become an important
factor that hinders the development and transformation and upgrading of
manufacturing enterprises. How to reduce the turnover rate of the post-90s employees,
leaving talents, developing talents, and providing a solid human resource base for the
development of enterprises has become the goal of this research.
The research object of this project is A manufacturing enterprises operating posts
90 employees, to analyze the causes of turnover behavior, they, and tries to find out
the suitable method of operating post 90 after the employee management, improve
the manufacturing operation post 90 high staff turnover rate situation, to establish a
new management system, to promote the sustainable development of manufacturing
enterprises.
The process of this research is to A manufacturing enterprises as the research
sample. The current situation and status quo of the management of the post - 90s
employees in A manufacturing enterprises are in the field. Through a summary
analysis of the information of the application form and the turnover interview table,
the basic situation and main reasons for the employees' turnover after the post 90
operation are to acquaintance.And through the employee satisfaction survey
questionnaire, the relevant facts about the satisfaction of A enterprises and the factors
affecting their turnover are further obtained. According to the scientific statistical
analysis method, the main reasons for the employee turnover of the post - 90s
employees in A enterprises : employees feel low in the business, untrusted /
unrecognized; the salary system of the enterprise unreasonable; limited career
development; work pressure; corporate culture and so on. Of course, employee
turnover is not due to one of the reasons, and it is usually a combination of factors that
Abstract
Ⅲ
lead to employee turnover. In view of the high turnover rate of the post - 90s
employees, this paper puts forward five countermeasures: first is to improve the sense
of decent labor by respecting and recognizing employees and improving their ability
to work again; the second is to redesign the salary and welfare system of the post -
90s employees to improve the attractiveness of the salary and welfare of the enterprise
to the post - 90s employees; the third is to pay attention to personal growth and career
planning; the fourth is to reduce employees' working fatigue through redesign of work,
flexible working system, improvement of working conditions, transformation of basic
management ideas and methods; the last is to create a people-oriented enterprise
culture.
Key words: manufacturing enterprise; operation post after 90 employees; turnover;
management countermeasures。