MBA教育中心知识库

餐饮行业是我国经济发展的重要基础产业之一，近几年发展形势良好，而且增速再次高于社会消费品零售总额增速，在带动经济增长，拉动消费方面发挥了明显的作用。餐饮业在迅速发展的同时，对人力资源需求也提出了更高的要求，但是作为服务行业的餐饮企业却面临着“招工难、用工荒、留工难”的问题，如何破解“招工难、用工荒、留工难”成为餐饮行业急需解决的问题。

新荣记作为餐饮企业的一员，同样面临着以上问题，本文以新荣记为研究对象，探索新荣记基层员工离职问题的影响因素，提出解决问题的对策，帮助新荣记及解决“留人难”的问题。文章第一章内容主要分析了研究背景，提出了研究的目的和意义，阐述了研究的内容和方法，并对国内外研究现状进行了阐述。文章第二章内容主要对研究的概念问题进行了界定，并对使用的理论基础进行了概述。文章的第三章内容首先对新荣记基层员工现状进行了分析，通过数据分析展示了新荣记基层员工的性别、工龄、学历、婚姻、薪酬等基本状况，客观的展示了企业基层员工的实际情况。随后对新荣记近五年离职的基层员工的学历、性别、婚姻、年龄、工龄、离职去向等数据进行分析，展示了已离职基层员工的具体情况。文章第四章主要根据Price-Mueller模型设计调查问卷，针对新荣记离职基层员工开展问卷调查，从离职影响因素的环境变量、个人因素、结构化变量和中介变量四个维度进行量化分析，探寻影响新荣记基层员工离职的影响因素。在第四章内容基础上，文章第五章内容对影响新荣记基层员工离职的两个重要影响因素进行了线下访谈，从企业管理者角度深入分析离职影响因素，了解企业已有的应对对策。文章第六章内容根据新荣记基层员工离职影响因素提出降低基层员工离职率的对策，降低新荣记在人力资源开发、员工招聘、员工培训等环节中所付出的物质成本和时间成本，同时降低基层员工离职对业务开展、绩效达成、企业战略达成带来的负面影响。

餐饮行业人力资源管理体系有一定的相似性，本文为新荣记提出的降低基层员工离职率的策略可以为其他餐饮企业提供一定的参考依据，为餐饮行业提供降低基层员工离职率的参考方案，解决餐饮行业“留人难”的问题。

The catering industry is one of the important basic industries of China's economic development, in recent years, the development form is good, and the growth rate is once again higher than the growth rate of the total retail sales of social consumer goods, in driving economic growth, stimulating consumption has played an obvious role. At the same time of rapid development of the catering industry, the demand for human resources is also put forward higher requirements, but as a service industry catering enterprises are facing the problem of "recruitment difficulties, labor shortages, difficulties in retaining workers", how to solve the "recruitment difficulties, labor shortages, difficulties in retaining workers" has become an urgent problem for the catering industry.

As a member of the catering enterprise, Xinrongji is also faced with the above problems. This paper takes Xinrongji as the research object, explores the influencing factors of the dimission problem of the grass-roots employees of Xinrongji, and puts forward countermeasures to solve the problem, so as to help Xinrongji and solve the problem of "difficult to retain employees". The first chapter mainly analyzes the research background, puts forward the purpose and significance of the research, expounds the research content and methods, and expounds the research status at home and abroad. The second chapter mainly defines the concept of the research, and summarizes the theoretical basis of use. The third chapter of the article first analyzes the current situation of the grass-roots staff of Xinrongji. Through data analysis, it shows the basic status of the grass-roots staff of Xinrongji, such as gender, service age, education, marriage and salary, and objectively shows the actual situation of the grass-roots staff of the enterprise. Then, it analyzes the data of education, gender, marriage, age, length of service and departure destination of the grass-roots employees who have left Xinrong Kee in the past five years, and shows the specific situation of the grass-roots employees who have left. The fourth chapter of this paper mainly designs a questionnaire based on the Price-Mueller model, conducts a questionnaire survey on the outgoing grass-roots employees of New Career Career, and makes a quantitative analysis from the four dimensions of environmental variables, personal factors, structural variables and intermediary variables, so as to explore the influential factors affecting the dimission of grass-roots employees of new career career. On the basis of the fourth chapter, the fifth chapter conducts offline interviews on the two important factors affecting the dimission of the grass-roots employees of the new Memory, deeply analyzes the dimission factors from the perspective of enterprise managers, and understands the existing countermeasures of the enterprise. The sixth chapter of this paper proposes countermeasures to reduce the turnover rate of grass-roots employees according to the influencing factors of grass-roots employees' dimission, so as to reduce the material and time costs paid by Xinrongji in human resource development, staff recruitment, staff training and other aspects, and reduce the negative impact of grass-roots employees' dimission on business development, performance achievement and enterprise strategy achievement.

There are certain similarities in the human resource management system of the catering industry. The strategy of reducing the turnover rate of grass-roots employees proposed by Xinrongji in this paper can provide a certain reference basis for other catering enterprises, and provide a reference plan for reducing the turnover rate of grass-roots employees in the catering industry, so as to solve the problem of "difficult to retain employees" in the catering industry.