Y Company's New Generation Employee Turnover Problems And Countermeasures

Private enterprise is one of the important pillar industries in China's national economy.With the continuous increase of population and the promotion of China's urbanization,small and medium-sized manufacturing industry has also made rapid development.But at the same time,it is inevitable that there will be some severe tests.The attraction of traditional manufacturing enterprises to employees is gradually declining,and the phenomenon of "recruitment is difficult,retention is more difficult" appears,and even a lot of "flash resignation" events appear.Especially the high turnover rate of the new generation of employees has become one of the obstacles to the transformation and sustainable development of small and medium-sized manufacturing enterprises.How to reverse the frequent turnover behavior of the new generation of employees,do a good job in early warning and retain employees,has become an important factor for the stable development of Y company.Y company is a small and medium-sized manufacturing enterprise in a southwest region.After more than 20 years of development,it has gradually expanded from the initial 30 odd people to the current two factories with nearly 500 employees.Through the group management of the company,the daily business has been continuously promoted.In 2017,we determined the high-end core products of the enterprise and formulated the development strategy of the enterprise in recent five years.But with the continuous promotion of product development,the loss of personnel in various functional departments of enterprises is also increasing,especially the turnover of the new generation of employees far exceeds the normal level of the industry.The turnover of the new generation of employees in Y company has caused a series of problems,such as increasing recruitment pressure,increasing labor costs,poor stability of employees in functional departments,and heavy workload of on-the-job employees.Based on the social cognitive theory,Maslow's hierarchy of needs theory and the psychological motivation model of active turnover,this paper mainly emphasizes the influence of individual cognition on work behavior.This kind of cognition is the individual values formed over time in the work,which mainly includes five factors:salary and welfare factors,internal preferences(hobbies,etc.),innovation orientation,interpersonal harmony and long-term development.It can go beyond specific situations and guide individuals to evaluate and choose work-related attitudes or behaviors.Secondly,the basic needs and higher needs in the hierarchy of needs theory also fit the unique needs of the new generation of employees and guide their behavior in work.If the enterprise can not meet these needs of the new generation of employees,it may lead to the new generation of employees The psychological motivation model of active turnover is to study the active turnover behavior.The model believes that the key factor affecting employee turnover is employee's subjective attitude.If the employee has a negative subjective attitude,and the enterprise managers ignore this negative subjective attitude,then it is very likely to lead to the actual turnover behavior.This paper studies the turnover of new generation employees in Y company,which belongs to the type of voluntary turnover.Based on this,this paper takes the new generation employees of Y company as the research object,through field investigation and understanding,in order to find out the specific reasons for the high turnover rate of the new generation employees of Y company.With the support of the relevant leaders of the human resources department of Y company,through combing and analyzing the turnover files of the new generation of employees in the past five years,this paper makes a preliminary exploration on the reasons leading to the turnover of the new generation of employees,and then compiles a turnover intention questionnaire to conduct in-depth analysis on the reasons for the turnover of the new generation of employees.Through the analysis of the survey data,it is concluded that the biggest influencing factor of the turnover of the new generation employees in Y company is the internal preference of the new generation employees,followed by the interpersonal harmony values,the long-term development values,and finally the salary and welfare factors,while the innovation orientation has no significant impact on the turnover intention of the new generation employees in Y company.Therefore,according to the research results,this paper puts forward the management suggestions of the new generation of employees in Y company,mainly from the aspects of guiding the new generation of employees in Y company from personal internal preference factors,interpersonal harmony,long-term development and salary and welfare.First of all,based on the internal preference factors,Y company should optimize the division of labor,and build a flexible working time system to cater to the new generation of employees' pursuit of work interests and hobbies;secondly,establish a multi-channel communication mechanism,strengthen interpersonal harmony,and create a good working atmosphere for the new generation of employees;thirdly,based on the new generation of employees' concern for long-term development,guide the new generation of employees to work Finally,from the perspective of salary and welfare,Y company should set up an attractive salary system and establish a scientific and reasonable salary management system.This is expected to reduce the high turnover rate of new generation employees in Y company,and also provide reference for other similar enterprises in the face of this problem.