Research On Influence Factors Of Employee Job Satisfaction And Turnover In A Co. Ltd.

During the30years rapid development, Chinese economy has become into theintermediate state, which renders the growth of companies a witches’ brew of contradictions.Recently, the semi-annual report of China Economy discloses that the increase of GDP in thefirst half of this year is7.6%. It is apparent that the economy is growing slowly, which comesto preoccupy the world. The new administration in China is trying to reform the economicsystem to achieve the conversion of the development of Chinese economy from throughquantity to through quality, which is important to both China and the world. Given thisbackground, it seems necessary to inspire the inner potential of companies and promote thetransformation and upgrading of companies as well.Industrial transformation and upgrading means improving from low-added value tohigh-added value, promoting from high energy consumption and pollution to energy savingand low pollution and changing from extensive pattern to intensive counterpart. During thisprocess, it is essential to invest in more automatic equipments and enhance the skillrequirement of workers. As a result, the jobs and duty might be changed, which may furtherlead to the conflict of labour relationship.Since established in1968, Group A has become a large private enterprise focusing onmechanical product and precision manufacturing, such as home appliances, automotive partsand electric tool parts. There are2,500employees in Group A and the sales income is roughlyRMB10billion. Although the company has a certain influence in business community andthe region, the output per head is relatively low, which has become a barrier to theimplementation of corporate strategy. It is urgent to solve the problem that how to enhance theautomatisation level of production and the output per head.Enterprise plans to elevate the automatisation level of production, replacing man withmachine in some production processes. Although companies could profit from the decrease ofemployees through industrial upgrading, it is bound to hit the vital interests of employees.Indeed, the automatisation should create two problems, namely the reduction of jobs and theincrease of skill requirement. Drucker said that the management of a company equals to themanagement of human resource. In some cases, employees are vulnerable to the changes inexternal environment, such as automatisation. As such, it is imperative to maintain the labourrelationship, which involves a series of policy, such as job arrangements and personneltraining. Generally, a good labour relationship contributes to the company’s industrial upgrading.According to the statistical analysis of collected questionnaire, Group A has already putconflict management into practice, such as designing management frame, improving workingatmosphere and creating salary welfare system. However, the employees there have becomedisturbed about their own long-term development, and also have been dissatisfied with thepromotion channels and the increase of the skill level. Combined with the practice of Group A,this report considers that the conflict of labour relationship has detrimental influence uponlarge manufacturing enterprises. In all likelihood, the best measure is how to use a reasonablesystem to prevent conflict. The result demonstrates that Group A should enhance the capacityof human resources planning and training to improve the existing conflict managementsystem, thereby better preventing conflict and handling conflict.