MBA教育中心知识库

摘要

在人类社会已全面进入知识经济时代的今天, 全球经济一体化的建设进程正在加速推进。在各方面技术越来越精专、知识体系越来越重要、管理内容越来越复杂的环境中，人力资本就随之变得越来越强势，人力资源也就理所应当地成为了企业最重要的资源。

本文以国泰君安证券甘肃分公司中层管理人员的流失现象为研究对象，在查阅、梳理大量国内外相关研究文献的基础上，运用问卷调查及访谈等方法，了解分公司中层管理人员流失的现状及原因。分析发现，该分公司在中层管理人员的事业留人、情感留人、待遇留人、文化留人等方面均存在一定的缺陷。其中，在事业留人方面，存在针对中层管理者的培训流于形式、缺乏职业规划引导、晋升制度缺失等问题；在情感留人方面，存在不重视理论在实践中的运用、高层管理者情感沟通缺乏、精神激励不受重视等问题；在待遇留人方面，存在待遇不符合员工期望、薪酬制度缺乏公平性、应有的福利和补助不足等问题；在文化留人方面，存在企业文化未融入实际工作、文化建设行动不统一、高层领导者对企业文化的重要性认知不深等问题。这一系列的问题，使得分公司中层管理人员流失率居高不下，进而制约了公司的发展壮大。针对国泰君安证券公司甘肃分公司当前的人力资源管理现状，本文分别从个人、组织、行业等角度入手，结合March和Simon模型、Price模型，运用需求层次理论优化员工事业留人制度、运用双因素理论完善员工情感留人策略、运用成就动机理论和公平理论健全激励性待遇留人制度与策略，强化“以人为本”的企业文化建设，并在文章的最后提出了有效实施的制度保障和组织保障方案。

希望本文的研究能够帮助国泰君安证券甘肃分公司解决中层管理人员流失的问题，从而帮助企业不断提高自身的竞争力，推动企业健康有序发展。同时为其他企业在人力资源管理方面类似问题的解决提供借鉴。

Abstract

Today, when human society has entered the era of knowledge economy, the construction process of global economic integration is accelerating. In the environment of more and more specialized technology, more and more important knowledge system and more complex management content, human capital becomes more and more powerful, and human resources become the most important resource of enterprises.

 This paper takes the loss of middle managers of Guotai Junan Securities Gansu Branch as the research object. On the basis of consulting and combing a large number of relevant research documents at home and abroad, this paper uses questionnaires and interviews to understand the present situation and causes of the loss of middle managers in branch companies. It is found that the branch company has some defects in the career retention, emotional retention, treatment retention, cultural  retention and so on. Among them, in the field of career retention, there  are problems such as the mere formality of training for middle managers, the lack of career planning guidance, the lack of promotion system, and  so on; in the field of emotional retention, there are problems such as the application of theory in practice, the lack of emotional communication among senior managers, and the lack of attention to spiritual incentives;  in the field of treatment retention, there are problems such as the lack of treatment in line with employee expectations, the lack of fairness of  salary system, the lack of due benefits and subsidies; in the field of  cultural retention, there are problems such as the lack of integration of corporate culture into actual work, the inconsistency of cultural construction actions, and the lack of understanding of the importance of corporate culture by senior leaders. This series of problems make the turnover rate of middle managers high, which restricts the development  of the company. This paper focuses on the current situation of human resource management in Gansu Branch of Guotai Junan Securities Co., Ltd., from the point of view of individual, organization and industry, combining March and Simon model, Price model, optimizing employee career retention system by using demand level theory, perfecting  employee emotional retention strategy by using double factor theory, perfecting incentive treatment retention system and strategy by using achievement motivation theory and fairness theory, strengthening enterprise culture construction of "people-oriented ", and putting forward effective system guarantee and organization guarantee scheme at the end of the article.

 It is hoped that the research in this paper can help Guotai Junan Securities Gansu Branch to solve the problem of the loss of middle management personnel, so as to help enterprises constantly improve their competitiveness, promote the healthy and orderly development of enterprises. At the same time for other enterprises in human resources management similar problems to provide reference.