MBA教育中心知识库

摘 要

要成为一流企业，就需要重视企业发展的核心资源人才。优秀的人才是企业实现战略目标和不断发展的推动力。企业既要以科学的管理方法、有效的激励制度、公平的竞争平台、宽阔的发展空间来吸引人才，又要努力提高员工的满意度、认同感、归属感，增强企业的凝聚力，使人才在适当的位置上得到充分的发挥，从而留住人才。

本文以洋浦控股公司（以下简称“洋浦控股”）在职和离职员工为研究对象，通过对国内外关于留人策略的文献整理，探讨适合洋浦控股的最佳留人策略。本文采用问卷调查方法，从内部满意度和外部满意度两个方面对员工的工作满意度进行了问卷调查。其次，通过对问卷的研究分析，对一些不满意的题目进行了访谈，在对访谈内容进行梳理后分析得出：洋浦控股人才流失问题主要表现在以下四个方面，一是员工对薪酬和绩效考核方面满意度低，其原因包括：员工薪酬激励水平较低、绩效考核的公平性较低；二是员工对企业文化方面满意度低，其原因包括：企业文化建设不够重视，企业文化建设不成体系，企业文化建设不到位；三是员工培训方面满意度低，其原因包括：员工培训缺乏针对性、员工培训制度不健全；四是个人发展前景方面满意度低，其原因包括：员工晋升渠道受限、员工聘用方式单一。在此基础上，运用需求层次理论、双因素理论、公平理论，以及洋浦控股的人才发展战略及实际状况，给出了留人策略。

希望本文的研究能够帮助洋浦控股优化人力资源管理制度，提高员工工作满意度，从而留住优质人才，推动洋浦控股更好地发展。同时为其他国有企业留人提供借鉴。

Abstract

To become a first-class enterprise, we need to pay attention to one of the core resources of enterprise development - talents. Excellent talents are the driving force for enterprises to achieve strategic objectives and continuous development. Enterprises should not only attract talents with scientific management methods, effective incentive system, fair competition platform, and broad career development space,but also strive to improve employees' satisfaction, sense of identity and belonging, enhance the cohesion of enterprises, give full play to talents inappropriate positions, to retain talents.

Taking the on-the-job and resigned employees of Yangpu holding company (hereinafter referred to as "Yangpu holding") as the research object, this paper discusses the best retention strategy suitable for Yangpu holding by sorting out the literature on retention strategy at home and abroad. This paper uses the questionnaire survey method to investigate the job satisfaction of employees from two aspects: internal satisfaction and external satisfaction.Secondly, through the research and analysis of the questionnaire, some dissatisfied topics were interviewed. After combing the contents of the interview, it was concluded that the brain drain problem of Yangpu holding was mainly manifested in the following four aspects: first, employees' satisfaction with salary and performance appraisal was low, which was mostly due to the low incentive level of employees' loan salary and the common fairness of performance appraisal; Second, employees' satisfaction with corporate culture is intense. The main reasons are: they ignore the structure of corporate culture, the construction of corporate culture is not systematic, and the construction of corporate culture is not implemented; Third, the satisfaction of staff training is low. The main reasons are: lack of targeted staff training and imperfect staff training system; Fourth, the satisfaction with personal development prospects is quiet, mainly due to the limited promotion channels of employees and the single employment mode of employees. On this basis, using the demand hierarchy theory, two-factor theory, equity theory, and the talent development strategy and actual situation of Yangpu holdings, this paper gives the retention strategy.

I hope this research can help Yangpu holdings optimize its human resource management system and improve employees' job satisfaction, to retain high-quality talents and promote the better development of Yangpu holdings. At the same time, it provides references for other state-owned enterprises to retain personnel.