中小民营企业的人才留用问题毕业论文(编辑修改稿)

中小民营企业的人才留用问题毕业论文(编辑修改稿)内容摘要：

trainees learn about real or hypothetical circumstance and the actions others take under those circumstance. Besides learning from the content of the case , a person can develop decisionmaking skill. When cases are meaningful and similar to workrelated situations, there is some transference . there also is the advancetage of participation through discussion of the case. The enterprise to talented person39。 s infinite desire and outstanding talent resources are limited, so people, keep people bee the eternal topic of enterprise management. In fact, the enterprise of love heart, cherish the meaning does not lack, lack in real person eye and measure. Never try to find a perfect person, never put your needs as his, but the rational use of occupation judgment discover talents on the body and he really needs, and make every attempt to build the stage. More sticky between the boss and the occupation managers from the soul of the contract, rather than the occupation contract, though, occupation managers also care about, care about salary job, but more attention is whether they can get the trust of the boss and the inner identity. This is the inheritance of the oriental culture search. Get the trust, can for friends who are dead, suffered a cold can be out laughing. So, when the occupation managers appear to be absentminded or play and vocational punctuality, the boss should first reflect on is yourself: do you trust him? Do you know his inner demand? You give him the full development of space? If you have done, then, can continue to do better? You can provide what occupation managers do? We always hope that the next, but as we awaited the expected airborne at the same time, don39。 t fet to look beside you, who always acpany you, hundredpercent execution. Maybe it is because you are too familiar, and ignored him can tap the potential. Perhaps no airborne body wrapped ring them, but in addition to their corporate loyalty and responsibility accident, also yearns for development stage. No one is born brave and battlewise, manager as coach, those layers built coach echelon and talent pool in the short term can not see what, but not in time, sparks of fire can bee a potential, enterprise can form a huge talent echelon. Pay to keep people as hard to keep people, business enterprise culture, unite people with vision, inspire the people with the goal, with a treatment effect kind, with emotion. Only let people feel in your ship is safe, and has a promising future, can be together with you to ride the wind and waves march forward courageously. In the eyes of outsiders, the recruitment is nothing more than a resume screening, interview, notice to work on it. According to our many years for enterprises to provide management consulting services experience, in fact, salary, welfare, employee relations, training, performance appraisal, reward and punishment and so on each module work, recruitment and selection is the most difficult. 本科生毕业论文设计 论 企业 留人 作 者 姓 名 ： 指 导 教 师 ： 所 在 学 部 ： 专 业 ： 班 级 （ 届 ）： 二〇一 三 年 四 月 二十八日 目 录 绪论 „„„„„„„„„„„„„„„„„„„„„„„„„ 1 一 、 中小型 民营企业留人难原因分析 „„„ „„„„„„„„„„ 1 （一） 个人原因 „„ „„„„„„„„„„„„„„„„ „„„ 1 （二） 企业原因 „„„„„„„„„„„„„„„„„„ „„„ 2 （三） 社会原因 „„„„„„„„„„„„„„ „„ „„„ „„ 3 二 、 企业留人的策略 „„„„ „„„„„„„„„„„„„„„„ 4 （一） 科学合理的招聘 „„„„„„„„„„„„„„„ „„„ 4 （二） “海纳百川”，人性化管理 „„„„„„„„„„„ „„„ 4 （三） 健全激励制度 „„„ „„„„„„„„„„„„„„„„ 4 （四） 重视企业文化建设 „„„ „„„ „„„„„„„„„„„ 5 （五） 适当的分权与授权 „ „„„„„„„„„„„„„ „„„ 6 （六） 健全培训机制 „„„ „„„„„„„„„„„„„„„„ 7 （七） 适当的分权与授权 „„„„„„„„„ „„„ „„„„„ 7 （八） 建立科学的绩效考核机制 „„„ „„„„„„„„„„„ 7 （九） 培养员工的责任感，忠诚和敬业精神 „„„ „„„„„„ 8 （ 十） 做有人格魅力的领导者 „„„ „„„„ „„„„„„„ „ 8 参考文献 „„ „„„„ „„„„„„„„„„ „„„„„„„ „ 10 英文摘要、关键字 „„„ „„„„„„„„„„„„„„„„„„ 11 论企业的留人 摘要 ： 随着时代的发展，各行 各业的职位也丰富起来，求职者选择的机会越来越多。 更加上物价的不断上涨 ，住房的压力，求职者们都希望有一份即轻松又有丰厚报酬的工作。 所以，职场上跳槽的现象屡见不鲜，甚至有上升趋势 ，企业如何留人便成了一个亟待解决的问题。 通过对其原因的分析，主要包括个人原因，社会原 因以及企业原因。 最后得出一些相应的策略，如对非正式团体员工的管理，科学的激励制度，对员工职业规划的指导 ， 科学合理的招聘，适当的分权与授权，适当的分权与授权 ，建立科学的绩效考核机制 ， 培养员工的责任感， 忠诚和敬业精神，做有人格魅力的领导者。 得一使中小型企业留住自己所需的人才。 关键词 ： 人才流失 内外部环境 人性化管理 分权与授权 领导者 1 论企业的留人 绪论 “ 21 世纪最宝贵的是什么。 —— 人才” 20xx 年度冯小刚的贺岁片《天下无贼》中的一句经典台词成为今年最为流行的口头禅。 的确，“治国 安邦靠人才，成就事业靠人才，得人者昌，失人者亡”，这是历史和现实反复证明的规律。 在科学技术日新月异的现今社会，“商场如战场，得士则胜，失士则败，人才是关系到一个企业，乃至一个国家强弱兴衰的重大问题。 ”人才资源是企业的第一资源，企业之间的竞争归根到底就是人才的竞争，然而人才流失问题却日益围绕着企业管理者，如何留用优秀人才已成为人力资源管理工作中的重要课题，要留住优秀人才应建立在心里念的基础上，靠事业留人，靠良好的发展机会留人，靠企业文化留人等等。 本文就人才留用问题展开讨论，通过调查问卷，实地考察等方法，对留 不住人才的原因进行分析，以及提出一些相应的措施。 一 、 中小 民营企业留人难的原因分析 通过对一些 中小 民营企业的调查，归纳出以下一些原因 ： （ 一 ） 个人原因 1. 生活的压力 这几年物价的上涨令很多打工族措手不及，离开了父母的依靠，在外只能靠自己的工资住房、吃饭、穿衣、娱乐。 一个月的工资所剩无几，甚至透支消费。 每个人都希望过上富裕的生活，所以，在这种压力下，求职者都会采取一种能获得高报酬的动机。 从对一些民营企业的调查中发现，高学历，有才能的职员跳槽的几率更大。 他们更愿意追求富裕的生活，毕竟他们也有资本。 所以，这些企业就往往面临更多的人员流失问题。 如何留住这些主干人。