An Empirical Study On The Loss Of Employees After 80 State - Owned Enterprises

With the rapid development of the economic society, China has started to deepen the reform of its state-owned enterprises (SOEs) across the board. The crux of running SOEs properly lies in the use of the talents. The severe outflow of employees born in 1980s, who are gradually becoming the backbone of the SOEs, has not only added direct and indirect costs to the enterprises, but has also exacerbated SOEs’ risk of losing customer resources and business secrets. As a consequence, to probe into the higher turnover rate cropping up among employees born in 1980s and to find a relevant solution is of vital importance to preserving talented people, improving business management level and facilitating the sustainable development of the enterprises.Compared with developed countries, human resource management level remains low in China. In conducting human resource management, foreign experiences are being used for reference for the establishment of domestic theories and approaches. Particularly, SOEs’ human resource management personnel, who are not well-trained and less experienced, are taking a relatively backward management approach and handling human resource affairs mostly in a traditional way. Nonetheless, those who were born in 1980s and are totally different from their predecessors in personal traits pose a serious challenge to the traditional management model, which is exemplified by a vicious circle of frequent recruitment followed by frequent turnover. As a result, by taking Company M, a state-owned enterprise, as the research object, and by applying the literature research methodology, questionnaire survey, case study and interviews, this paper, based on the study of large amounts of domestic and overseas reference material, proceeds from the study of the background for the growth of the employees born in 1980s, their personalities and the human resource management status quo of Company M, and probes deeply into the personal, corporate and social causes of employee turnover. Moreover, the paper also proposes that a pertinent management model be established in line with the features of the new generation staffs, and that not only should the attention be paid to the negative effects incurred by employee turnover to the enterprise and to the ongoing work, but the attention should also be extended to the management of the post-turnover affairs.