I 摘要 当前我国经济快速发展，新事物的出现在带动发展的同时也会伴随着新的问题接 踵而来，对于企业而言，适当的离职率能够让整个公司呈现向上的状态，但离职率居 高不下会直接影响到企业的根本。员工的高离职率不仅对于公司来说是一种损失。更 重要的是，企业需要为了高离职率进行更大范围的弥补，故而对特定企业进行分析， 能够让企业了解员工离职率高的重要危害，并且利用一些措施让员工合理流动。 本文首先以我国大公司裁员，小企业倒闭的大环境为切入点，分析在求职难的情 况下，公司员工的离职率也未出现明显的下降，从而要多角度全方位进行分析，其次 通过对可能用到的理论知识进行论述，利用马斯洛需求理论和双因素理论奠定基础， 从中融合自身想法，以 L 公司的员工为研究对象，对其发放调查问卷和访谈，对员工 离职的原因通过指标进行数据采集，第三利用 spss 进行所有要素的评估，获得公司工 作者辞职的要素，从马斯洛需求理论和双因素理论结合之后的生理需求确定为第一层 面，安全需求和社交需求确定为第二层面，尊重需求和自我实现需求确定为第三层面， 分别从个人、公司、外界进行分析。在第一层面通常包括员工自身的硬性需求无法得 到满足，比如家庭情况等原因造成的辞职；在第二层面通常包括自己工作的薪酬无法 达到自己的理想状态、自身在公司内的晋升渠道有限制等等方面，在第三层面上，主 要是自身所在企业的社会形象较差、外界同类型的企业相比较而言，更有发展前途等 方面。最后针对所发现的影响因素，进一步完善了工资考核体系，对于员工的晋升渠 道进行了归纳整理，对于上下级沟通平台进行搭建。提出降低员工离职意向的对策和 建议，在公司的制度建设方面，提出要健全公司的人力资源管理制度，按规章制度办 事，对薪酬体系进行完善，并且对于不同员工的绩效考核体系也要个性化对待，提升 人才与岗位之间的匹配度。希望本文能够对于不同欧亿·体育（中国）有限公司特别是基层人员占有一定比例 的企业，提供有可行性管理体系的建议。在公司的管理方面要做好人力资源的预测， 领导应该适度放权，能够提高员工自身的成就感，同时也要侧重建立本公司特有的文 化，让员工可以在工作中获得优越感，平等愉悦的工作环境更能够让员工满意，进而 减少与领导同事之间的小摩擦。对于员工的离职管理也要通过不同方面进行完善。在 执行方面对于人力资源管理部门的执行力要有一定的要求，针对新人的培训体系也要 进行完善。 关键词：离职；员工；影响因素;对策西北农林科技大学硕士学位论文 II ABSTRACT At present, with the rapid development of China's economy, the emergence of new things will be accompanied by new problems. For enterprises, the proper turnover rate can make the whole company show an upward state, but the high turnover rate will directly affect the fundamentals of enterprises. The high turnover rate of employees is not only a loss for the company. More importantly, enterprises need to make up for the high turnover rate in a wider range. Therefore, analyzing specific enterprises can help enterprises understand the important harm of high turnover rate and use some measures to make employees flow reasonably. In this paper, first of all, taking the environment of layoffs of large companies and the collapse of small enterprises as the breakthrough point, it is analyzed that the turnover rate of employees has not dropped significantly under the situation of difficult job hunting, thus confirming that it is necessary to conduct an all-round analysis from multiple angles. Secondly, by discussing the theoretical knowledge that may be used, Maslow's demand theory and two-factor theory are used to lay the foundation, from which their own ideas are integrated, and the employees of L Company are taken as the research objects, and questionnaires and interviews are distributed to them. The reasons for employees' resignation are collected by indicators. Thirdly, all factors are evaluated by spss, and the factors of company workers' resignation are obtained. The physiological needs after Maslow's demand theory and two-factor theory are determined as the first level, security needs and social needs are determined as the second level, and respect needs and self-realization needs are determined as the third level, which are analyzed from individuals, companies and the outside world respectively. At the first level, it usually includes employees' hard needs that cannot be met, such as resignation caused by family circumstances; At the second level, it usually includes that the salary of one's own work can not reach one's ideal state, and one's own promotion channels in the company are limited, etc. At the third level, it is mainly that the social image of one's own enterprise is poor, and the outside enterprises of the same type have more development prospects compared with others. Finally, according to the found influencing factors, the salary assessment system is further improved, the promotion channels of employees are summarized and sorted out, and the communication platform between superiors and subordinates is built. Some countermeasures and suggestions are put forward to reduce employees' turnover intention. In the aspect of system construction, it is摘要 III proposed to improve the company's human resources management system, act according to rules and regulations, improve the salary system, and treat the performance appraisal system of different employees individually to improve the matching degree between talents and positions. It is hoped that this paper can provide feasible management system suggestions for different industries, especially for enterprises with a certain proportion of grass-roots personnel. In the management of the company, it is necessary to make a good prediction of human resources, and the leaders should delegate power appropriately, which can improve the employees' sense of accomplishment. At the same time, they should also focus on establishing the unique culture of the company, so that employees can gain a sense of superiority in their work, and the equal and pleasant working environment can make employees more satisfied, thus reducing the small friction with leading colleagues. The turnover management of employees should be improved through different aspects. In terms of execution, there must be certain requirements for the executive power of human resources management departments, and the training system for newcomers should also be improved. Key Words: Quit; staff; influencing factors; countermeasures目录 I 目录 摘要...............I ABSTRACT .............................. II 第一章 导论.............................1 1.1 研究背景 ........................... 1 1.2 研究目的及意义 ............... 2 1.2.1 研究目的 ..................... 2 1.2.2 研究意义 ..................... 2 1.3 国内外研究动态综述 ....... 3 1.3.1 国外研究动态 ............. 3 1.3.2 国内研究动态 ............. 4 1.3.3 研究评述 ..................... 5 1.4 研究思路与方法 ............... 6 1.4.1 研究思路 ..................... 6 1.4.2 研究方法 ..................... 6 1.4.3 研究内容 ..................... 7 1.4.4 研究技术路线 ............. 7 第二章 相关概念及理论.........9 2.1 相关概念 ........................... 9 2.1.1 员工离职的概念 ......... 9 2.1.2 员工离职的分类 ......... 9 2.2 相关理论 ......................... 10 2.2.1 马斯洛需求层次理论 .............................. 10 2.2.2 双因素理论 ............... 11 第三章 L 公司员工离职现状.13 3.1 L 公司简介 ...................... 13 3.1.1L 公司发展现状......... 13 3.1.2 组织结构图 ............... 13 3.2 L 公司员工离职现状 ...... 14 3.2.1 招聘工作现状 ........... 14西北农林科技大学硕士学位论文 II 3.2.2 员工筛选现状 ........... 15 3.2.3 管理体系现状 ........... 15 第四章 L 公司员工离职影响因素调查分析........16 4.1 调查问卷分析 ................. 16 4.1.2 人口学特征分析 ....... 17 4.1.3 信度分析 ................... 19 4.1.4 描述性统计分析 ....... 19 4.2 相关性分析 ..................... 22 4.3 线性回归分析 ................. 22 4.4 L 公司员工离职个人因素分析 ..................... 23 4.4.1 性别方面 ................... 24 4.4.2 年龄方面 ................... 25 4.4.3 工作地区方面 ........... 26 4.4.4 任职时间 ................... 27 4.4.5 家庭原因 ................... 28 4.4.6 发展受限 ................... 29 4.5 L 公司员工离职企业因素分析 ..................... 29 4.5.1 工作时间因素 ........... 29 4.5.2 沟通因素 ................... 30 4.5.3 绩效考评、薪酬因素 ................