摘 要

隨著知識經(jīng)濟的到來和全球經(jīng)濟一體化趨勢的出現(xiàn),人才已成為企業(yè)最主要的戰(zhàn)略資源,企業(yè)的競爭歸根到底是人才的競爭。企業(yè)只有吸引和留住人才,才能在激烈的市場競爭中立于不敗之地。 在現(xiàn)代市場經(jīng)濟條件下,市場在資源配置中起基礎(chǔ)性作用,人才作為一種資源也遵循這一規(guī)律。人才隊伍的穩(wěn)定是相對的,流動是絕對的,任何企業(yè)都無法留住所有人才。從宏觀角度看,合理的人才流動有利于企業(yè)健康地發(fā)展,但對于具體企業(yè)而言,人才隊伍的相對穩(wěn)定是必要的。目前國內(nèi)企業(yè)由于某些原因,人才流失現(xiàn)象比較嚴(yán)重,給企業(yè)造成了巨大的損失。
論文依據(jù)國內(nèi)外成熟的理論基礎(chǔ)。以如何控制中小企業(yè)人才流失為研究對象。 調(diào)查研究了目前我國中小企業(yè)人才流失的現(xiàn)狀，分析了影響人才流失的相關(guān)個人因素、社會因素和企業(yè)因素。并研究了中小企業(yè)人才流失給企業(yè)帶來的影響。常見的有：影響企業(yè)成本、影響工作績效、影響企業(yè)內(nèi)部資源流失等。根據(jù)這些原因制定了行之有效的策略。 例如從管理理念、管理機制、管理環(huán)境來使企業(yè)控制人才流失問題。大力營造企業(yè)文化，增強企業(yè)凝聚力，使物質(zhì)激勵和精神激勵相結(jié)合，運用優(yōu)秀的領(lǐng)導(dǎo)個人魅力善待員工，想員工之所想，完善企業(yè)各項規(guī)章制度，從源頭選擇正確的人才，用團隊來穩(wěn)固人才，科學(xué)決策帶動人才，好的環(huán)境和薪酬來留住人才。只有這樣企業(yè)才能避免人才的流失，尤其是高級管理人員、業(yè)務(wù)骨干和熟練員工等重要人才的流失。
本文研究的目的在于幫助企業(yè)應(yīng)對激烈的人才競爭,正確應(yīng)對人才流失問題,使得人才流動與企業(yè)的戰(zhàn)略決策相匹配,確保企業(yè)長期穩(wěn)定的發(fā)展。相信對大多數(shù)中小企業(yè)會具有一定的參考借鑒意義。




關(guān)鍵詞：中小企業(yè)；人才流失；對策









ABSTRACT
With the advent of knowledge economy and the emergence of trend of global economic integration, the talented personnel has already become the main strategic resources enterprise, the enterprise the competitive in the final analysis they are talent competition. Enterprise only attract and retain talents, to the fierce market competition. In the modern market economy condition, the market in resource allocation essential role as a kind of resources, talents follow this rule. Talent team of stability is relative, the current is absolute, any enterprise can keep all talents. From the macroscopic Angle, reasonable flow of talent for enterprises to develop healthily, but for specific companies, talent team of relative stability is necessary. At present domestic enterprise for some reason, the brain drain to the enterprise is more serious, the phenomenon caused great loss.
According to the domestic and foreign mature paper theoretical basis. Small and medium-sized enterprises in how to control the loss of talented people for research object. The current research situation of small and medium-sized enterprise brain drain, analyzes the impact of the loss of talented people related individual factor, social factor and enterprise factors. And the small and medium-sized enterprise brain drain to the enterprise impacts. Common are: influence enterprise cost, affecting work performance, influence enterprise internal resources loss, etc. According to these reasons made effective strategy. For example from the management concept, management environment to make enterprise control brain-drain problem. To build enterprise culture, the enhancement enterprise cohesion, material incentive and spiritual incentive, using good leadership personal charisma treat employees, think what you think, perfecting enterprise employees each rules and regulations, to choose the right talents from the source, with the team to stabilize talent, scientific decisions driving talent, good environment and compensation to retain talent. Only in this way can avoid the loss of talent enterprises, especially the senior management personnel, business backbone and skilled employees, and other important talent loss.
The purpose of this study is to help enterprise to fierce competition for talent, correctly deal with the brain-drain problem, make the flow of talent and enterprise strategic decision match, ensure enterprise long-term stable development. For the majority of small and medium-sized enterprises will believe that have certain reference significance.
Keywords: small and medium-sized enterprises; The loss of talented people; countermeasures
目 錄

摘 要…………………………………………………………………………
Abstract…………………………………………………………………………
前 言…………………………………………………………………………
一、相關(guān)理論研究概況……………………………………………………………
(一) 人力資源管理理論及其發(fā)展階段……………………………………
(二) 其他理論基礎(chǔ)…………………………………………………………
二、中小企業(yè)人才流失的成因及趨勢 ……………………………………………
(一) 中小企業(yè)人才流失的成因 ……………………………………………
(二) 中小企業(yè)人才的特點與需求 …………………………………………
(三) 中小企業(yè)人才流失的趨勢 ……………………………………………
三、中小企業(yè)人才流失所帶來的影響 ……………………………………………
(一) 企業(yè)成本增加及發(fā)展機會喪失 ………………………………………
(二) 工作績效下降 …………………………………………………..