Study On Employee Turnover Issue Of K Company

Since the reform and opening up, with the rapid development of Chinese economy, Chinese government promoted series of preferential policies to attract foreign investment, more and more foreign enterprises invest in China. K Company is a food processing company which was invested in August,2006by a Malaysia group, and began trial production in February,2009. It’s head quarter in Malaysia has two listed companies which sell products to Thailand, America, Australia, Asia, etc. It owns trade companies in America and Hong Kong. K Company Inherits successful production process experiences of Malaysia, and invest nearly100million RMB to establish modern production line, advanced and special production equipment.As a young and small sized foreign food manufacturing enterprise, although with advantages of mature experiences on production process and equipment, the company faces to some problems during its development progress.First, among the new Chinese market, the company must adjust its strategic goal, business mode, organization pattern according to Chinese conditions. During the confused and unknown progress, the company is exploring its suitable business management for survival and development, and HR management is facing to many problems, business benefit is falling, development orientation is not clear, motivation and salary system is not competitive, which causes serious staff turnover.Second, management staffs do not give enough attention to staff training and staff career development. In such a highly automatic enterprise, employees’career development is uncertain; many employees are puzzled about their future development, which causes them to leave company.Third, first line managers were promoted without training on management knowledge, especially management skills were not enough. During production progress, they played the role of supervisor, excessively pursued production output, but expected employees’silent bearing; blaming and abuse were adopted instead of patient teaching.In view of this, through researching investment background, internal and external environment, this text finds reason of staff turnover and significance of researching. From researching home and abroad, and internal and external aspects, using literature analysis, questionnaire survey, interview, and comparative analysis, this text investigates effects of employee career development and improvement of management abilities of management staff on staff turnover. This text not only finds main reasons of staff turnover, but also finds scientific measures for controlling staff turnover. Also it can provide new idea for related research, and it will be helpful for reference of small and medium sized foreign manufacturing companies to reduce staff turnover, which is of both theoretical and practical significance.First part of the text defines concept of staff turnover and labor mobility, reviews and summarizes theories and literature home and abroad about factors causing staff turnover, analyzes and proves factors which affect staff turnover.Second part of the text explains industrial and social background of K company, makes statistics of labor turnover, analyzes reason of labor turnover, and finds the company’s management disadvantages:(1) Headquarter was frustrated for investment, and changed leaders frequently;(2) At the beginning of establishing the company, the strategic goal, business mode, and organization pattern were unclear which caused management aimlessly;(3) Poor business brings HR management problems which in turn deteriorates business benefit. It finds main reasons of staff turnover from3aspects, social environment, enterprise, and employees, and proposes effective measures from3aspects accordingly to control staff turnover.Last part provides references for improving management and adjusting policies through learning employees’psychology. On the basis of improving awareness, defining reasons, finding suitable solutions, it provides practical experiences and basis for enterprises to avoid similar problems and find talents more suitable for enterprises development, so that enterprises develop in better and healthier direction. During researching progress, through rectification of problems found, continuous improvement of enterprise management levels and satisfaction and cohesion of employees, enterprises can develop rapidly and stably.