ca公司员工离职分析及对策研究

上海交通大学硕士学位论文CA公司员工离职分析及对策研究姓名：韩建琴申请学位级别：硕士专业：工商管理指导教师：唐宁玉20090524CA21,CA2008CACACA2007CACACA:THEANLYSISANDCONTERMEASUREOFTHEEMPLOYEETURNOVERINCACOMPANYABSTRACT21centuryisknowledgeeconomytime,humanresourceisNo.1resourceinsuchera,anditisthecritical&strategicresourcetosustainingbusinessdevelopment.Theprocessoftalentrecruiting,training,employingandretainingareinteracting,andallareveryimportanttothecompany.Employeeturnoverrateindicatestheeffectivenessandefficiencyofcompany’stalentrecruiting,trainingandemploying,andrevealstheproblemanddeficiencyofhumanresourcesmanagementofthecompany.Companywouldpayhighcostforhighemployeeturnoverratewhichis‘blackhole’ofbusinessprofit.Sincethemajorityofemployeeturnovercostareindirectcostthatisn’tmeasuredincurrencyandisn’tshowninP&Lsheet,meanwhilethelaborworkforcesupplyissufficientinChina,companydoesn’tputhighattentiontoitsemployeeturnoverissue.CAisatraditionalmanufacturingcompany,duetoitsnon-complextechnologyandlowentrybarrier,moreandmorecompetitorsarecomingtosharethemarketcake.Ontheotherhand,theincreasinglawmaterialcostandlaborcostarecompressingitsprofit.Unfortunately,CA’semployeeturnoverratehasbeenhigherandhigherinrecentyears,andemployees’satisfactionratehasbeenlowerandlower.TheemployeeturnoverrateofCAcompanyshowedimprovedin2008,butmostlybecausemanycompaniesfreezehiringduetoglobalfinancialcrisis,theemployeesmaystayinCAcompanyunvoluntaryandunsatisfactied.Ifwecan’tfindtheproblemandtakeinitiativestoimprovethehumanresourcemanagementinCAcompany,oncetheglobaleconmywarmsup,ourtalentswouldflowout,theconsequencewouldbeterrible.Underthiscontext,thispaperanalysizesCAcompany’sbusinessstrategyandemployeeturnoversituation,utilizesthetheoryandmeasurementmethodofeomployeeturnovercost,caculatesouttheemployeeturnovercostofCAcompanyin2007,includingdirectcostandindirectcost,andpointsoutthattheemployeeturnovercosterodescompany’sprofit.Furthermore,thispaperstudiesCAcompany’semployeeturnoverimpactfactorswhichcomesfromtheemployeeexitdiscussion,andtheunsatisfyingfactorsgainedfromemployeesatisfactionsurvey,thenlinksupwithcompany’scurrentHRpoliciesandpractice,findsoutthedeficiencyandproblemsinCA’shumanresourcemanagement,andfinallygivesoutthesuggestionandcountermeasureonstaffrecruitment,employeedevelopment,coporateculture,compensation&benefitandemployeequitmanagementtoensureemployeestayandworkincompanysatisfactoryanddeveloptogetherwithcompany.KEYWORDS:EmployeeturnovercostAnalysisofemployeeturnoverimpactfactorsEmployeesatisfactionsurveyMBACA111.1.21=2008,MBACA22160%20%3%1.2.CACAGCACACACA2007CA2008CACAMBACA31.3.CACACACA2007CA20072008CACACACACACAMBACA42CA2.1CAGCACAGCAGCAG1902172CAGCACAG2008149134500018736172CAGCAGCAGCAGCAG1997CAG36%64%199963%2.2CACAGCA1987CA314535512,200150070020CACAMBACA5F12008CA70%1.8CA400090%10%2008CA4.3215%2.3CACA211120081221CAFIGURE2-1CAorganizationchartEHSYLCEHSTHCEHSCDC·BPOITEHSCAMBACA62.4CA2.4.12%1%10%11%76%22(2008)FIGURE2-2CAEmployeeStructureLevel(2008)2.4.27%36%26%31%23(2008)FIGURE2-3CAEmployeeStructureEducation(2008)2.4.332%43%15%10%3030-4040-505024(2008)FIGURE2-4CAEmployeeStructureAge(2008)2.4.4MBACA713%27%22%11%19%8%11-23-55-1010-151525(2008)FIGURE2-5CAEmployeeStructureServiceyear(2008)CA1CA69%36%7%20062CA35.330-4043%364%513%227%20CA2.5CA2.5.1CA90%200230001500MBACA8CACACACA2005-200841122.5.2CABPOCA/4MBACA9CAUTCCABPObusinessethicsofficerBPOBPOCA40%CA2.5.3CA50CAMercer(1)-12-()()25%3271122MBACA1050%-100%6-12(2)----105-1015101120-6-outing+1200-+120(3)-0-10%-(4)--132.5.4MBACA11CA12CACAEPFCPIREPexcellentperformanceIRimprovementrequestFCfullycompetentePprogressingCAEPFCPIR20%40%25%15%EP120-200%FC50%-120%P0-50%IR02.5.52.5.5.1CACAMBACA12(1)(2)(3)(4)ESPEmployeeScholorshipProgram:,,,,,2.5.5.2(1)CA200110231CA20012007592656%8(2)CA2.5.6CA10CAMBACA13CACACA52.6CA2.6.1200612CA2008CA101300kw150CACA2.6.2CACA1999CACA400CAMBACA142.6.3CACACACACAMBACA153CA3.1Price1977Mobley19823.21MobleyMobleySager1989Arnold&Feldman,19822CAPrice.J.LStudyofEmployeeTurnoverLoweStateUniversityPress,1977Mobley,W.HEmployeeTurnover:Causes,Consequences,andControl,AdviseWesleyPublishingCompany,1982MBACA163.3=------------------------*100%+/2Baldridge19983.4CACA198751/49CACA2003CA60/402003CA200714.5%200813.6%,2006CA2008CA20072007CAMercer200713.3%CA200714.5%,MBACA17CA6.60%11.20%12.80%14.50%13.60%0.00%5.00%10.00%15.00%20.00%2004200520062007200831CA2004-2008FIGURE3-1CAEmployeeTurnoverRate2004-20083.5CA3.5.131CA2007%1308.4%947.1%22414.5%CA20072241309431632513.5.2MBACA1832CA200723301618102681713033162042105139456463622121211920224%25%21%16%10%5%5%5%4%9%100%425%21%16%10%4CA4433CA4200722%7%12%5%12%10%3%6%%34%17%15%11%34%17%15%11%3.5.3CA76%/24%34CA20078610211121307581100941611832112224%72%8%14%5%1%100%CA72%76%8%11%14%10%MBACA1913034%44200712%3.5.436CA200733-11-22-33-44-55-10101036361613117113071816348122694%8%24%23%8.5%7.5%8.5%8.5%12%100%CA132%223%146/25=1.84;1-4,65/23=2.83;53.5.5CA1200722413058%9442%21304434%24%310%MBACA20CA457114625200730%32%CACAMBACA214CA4.14.2MBACA2241FIGURE4-1EmployeeTurnoverCostStructure4.2.14.2.1.112a.=+XXb.=+XX