Research On Employee Turnover Problem And Countermeasures In L Division Of N Technology Company

With the prosperity and development of the market economy,a new round of scientific and technological revolution and industrial revolution brought an unprecedented fierce competition to enterprises.Human capital has become one of the core of modern enterprise competition,which needs to pay attention to the training and maintenance of employees to reduce the employee loss,retaining talents better and making good use of talents is helpful for enterprises to form a competitive advantage of human resources rapidly and occupy a certain position in the competitive market environment.However,in recent years,the rapid development of the Internet has broadened the information channels for enterprises to select talents and employees to choose jobs,and the current views of all levels of society on job-hopping have also changed,resulting in frequent personnel flow between enterprises,especially in fast-growing technology enterprises.As a member of the modern information construction firm,the N Technology Company L Branch continues to develop and expand its business,and the employee turnover rate has also increased year by year,which seriously affects the business coherence,operational efficiency and team competitiveness of the division.Therefore,studying the problem of employee turnover in Division L,analyzing the reasons for employee departure,and proposing operable solutions will solve the problems in human resource management of the division and improve organizational stability,cohesion and core competitiveness of the enterprise.Through the research on employee turnover,based on the theoretical paradigms,for instance,the psychological contract theory,the fairness theory and the burnout theory,this paper uses literature research,questionnaire survey method and in-depth interview method to study the employee turnover problem of N company L division,the paper also verifies the validity and reliability of the research results through relevant data analysis,and finds that the causes of employee turnover in L division are mainly concentrated in the following two aspects: as far as businesses go,unfairness within the enterprise,crowded promotion channels,insufficient culture construction causes employees to leave their current positions;as far as staffs go,the high work pressure among employees in L division,inability to balance personal life and lacking sense of happiness and belonging,and inability to maintain a strong personal competitive advantage lead to employees’ willingness to leave.Through the discussion of the employee turnover factors of L division,corresponding countermeasures are proposed to improve the status quo of human resource management in L division.The approach mainly resolves around the following aspects: multi-dimensional improvement of internal fairness of the organization in order to enhance the employees’ work motivation,broadening the company’s internal promotion channels which make employees seize better development prospects,strengthening the cultural influence of the enterprise to enhance the sense of identification of employees with the corporate vision through the in-depth implementation of the corporate culture,strengthening the stress management of employees,so that employees can find a channel for self-relief in high-pressure work,and scientifically relieve work pressure,enhancing personal competitive advantage of staffs to get better self-comprehensive competitiveness and achieve growth in the team,paying attention to the humanistic care of the enterprise to enhance the job satisfaction and happiness of employees.Through the analysis of the causes of employee turnover in L branch of N company,this paper proposes a feasible solution,which not only reduces the employee turnover rate,improves employee stability,and enhances the competitiveness of enterprises,but also provides certain reference value for other enterprises facing the same problem.