Research On The New Generation Employee Turnover Of M Company

With the new generation of employees growing up and entering the workplace,"post-90s" increasingly become the main part of the workplace and occupy an important position in the workplace.Their high turnover rate in the new generation of employees has aroused widespread concern from all walks of life.The human resource departments of many enterprises pay more and more attention to the management of the new generation of employees.M company is a leading enterprise in China's bathroom manufacturing industry.It has been recruiting new graduates to introduce talents.Most of the new employees of the company," post-90",and even some new generation employees have entered the company's management.While creating value for the company,the new generation of employees in M company also have serious problems of turnover.In recent years,the turnover rate of the new generation of employees is as high as 26%,which has become a serious problem in enterprise management.It not only exert a negative influence on the economic development and technological progress of the company,but also to the company's corporate culture construction and organizational atmosphere.Meanwhile,it has a certain obstacle to the cultural construction of the enterprise.If we ignore the turnover of the new generation of employees and do not take necessary measures,the operation and interests of enterprises will be affected.Therefore,M company attaches great importance to various factors that affect the stability of employees and the formation of turnover intention,and strives to eliminate and improve them,which is also the problem that many enterprises are concerned about and trying to handle.Based on the analysis of the current situation of the new generation in M company's,this paper sums up the main reason for the turnover of the new generation in M company and finds out the scientific and feasible coping strategies.This article studies and analyzes the relevant theories on the basis of reviewing and summarizing relevant documents on employee turnover at home and abroad and then combs them.On this basis,the classic Price model,March Simon model and Mobley model are selected as the research basis.At the same time,combined with the classic Maslow hierarchy of needs theory,this paper conducts a field investigation and research on the problem of the high turnover rate of the new generation of employees of M company.Through consulting the historical data of M company's employees who left their jobs in the past five years from 2016 to 2020,targeting the characteristics of the new generation and the current situation of human resource management in M company,this paper analyzes the turnover problems of "post-90s" employees.This paper arranges the structure of this paper according to the logical thinking from "raising problems" to "analyzing problems" and then to "solving problems".This article is composed of six parts: The first part is the introduction,which introduces the research background,purpose,theoretical and practical significance of this article,as well as the content and framework of the research,which provides a clear framework for the follow-up work.The second part is the main parts of the article.The first part of the text is the relevant theoretical basis,including the definition of important concepts,the main theories and models about employee turnover,the research status of employee turnover at home and abroad.Through combing and summarizing the relevant research on the turnover of the new generation of employees,it lays the foundation and provides theoretical basis for the follow-up research.Secondly,the text also describes the current situation of the new generation of employees' turnover in M company in recent five years and its impact on the company.Then,based on the theoretical results of predecessors,this article investigates the reasons for the resignation of the new generation of employees of M company on the spot,and analyzes the factors affecting the resignation of the new generation of employees of M company from the personal level,enterprise level and external environment level,and summarizes the reasons for the high turnover rate of the new generation of employees in M company.Finally,on the basis of the previous steps,this paper attach some suggestions to help enterprises cope with this problem.The third part is the conclusion and prospect.Through the summary of the previous research results,this paper expounds the overall conclusion of this study,and puts forward the shortcomings of the research and the prospect of future research.In this paper,the research method is a combination of field survey and personal interview.With the support and cooperation of the head of the human resources department of M company,this paper analyzes reasons for the resignation of the new generation of employees by consulting the employee turnover information filed in the past five years.At the same time,the representative employees are selected to conduct in-depth interviews to understand the reasons for their resignation.According to the results of the survey and interview,this paper analyzes the reasons of M company in human resource management,including personal reasons,enterprise reasons and the influence of external environment.The main reasons are as follows: the new generation of employees have poor pressure resistance,strong personality and high expectations of work;M company lacks incentive and fairness in salary and welfare,and the company lacks clear career planning and corporate culture to adapt to the new generation of employees.The poor company management,and the company's interpersonal relationship is not harmonious;external employment opportunities increase and the rise of self entrepreneurship upsurge.Based on this series of reasons,combined with the classic price Muller(2000)model,this paper puts forward the countermeasures and adjusts the company's human resource strategy.First,improve the recruitment management of the new generation group;second,develop a sound employee career system;third,improve the performance management system of M company;fourth,build a scientific and reasonable salary and welfare system;fifth,strengthen the construction of corporate culture to adapt to the new generation of employees;sixth,establish an effective talent restraint mechanism.It is hoped that this study can alleviate the pressure of M company due to the new generation of employees' turnover problem,not only help M company solve the problem of high turnover of new generation employees,but also provide reference for other enterprises,which facing similar problems.It is hoped that this topic will be further studied through our own efforts and the guidance of all parties in the future.