Study On The Determinants And Countermeasures Of Key Employees' Turnover In State Owned Construction Enterprises

With the continuous development of economic globalization and the steady development of China's national economy, the competition between enterprises has become increasingly fierce and no longer rigidly adhere to the market competition, the talent competition has become one of the most intense part. As an important industry in our national economy, construction industry plays an important role in the process of national economic construction, social development and progress. Therefore, to clarify the causes and the direction of the loss of key employees in the state-owned construction enterprises, to formulate corresponding strategies to retain core talents, and to improve the competitiveness of state-owned construction enterprises, is one of the most serious and most urgent and practical problems facing many state-owned construction enterprises.This paper takes the HX company as the research object, and develop the state-owned construction enterprises of the backbone of the staff turnover reason measurement scale through literature review, expert interview and other methods. Meanwhile, we use the method of reliability analysis and factor analysis to analyze the empirical data.Through the analysis of sample data, this paper finds that the main causes of employee turnover in state-owned construction enterprises mainly include 8 aspects: social environment factor, individual factor, occupational development factor, job stress factor, compensation factor, performance factor, interpersonal communication factor, organizational political behavior factor.For the reasons of the loss of key employees in construction enterprises, this paper put forward eight countermeasures to reduce the loss of key employees. First, to create a good corporate culture. Second, the establishment of the compensation and welfare mechanism for the backbone staff. Third, the establishment of scientific and reasonable performance evaluation mechanism. Fourth, the development of human resources for key employees. Fifth, to further open up the double channel promotion channels. Sixth, effectively reduce the staff working pressure. Seventh, reduce the negative impact of the organization's political behavior.