[Keywords:] brain drain micro-factors and individual factors
At present, the employee turnover of enterprises in China is relatively frequent, even higher than that of some countries with high degree of market liberalization. This paper analyzes the micro-factors and individual factors that affect the employee flow in Chinese enterprises, and probes into the reasons for its flow. Generally speaking, there are many reasons why people make the decision to change the enterprise where they work. The microscopic and individual factors will be discussed below.
First, the impact of corporate brain drain micro-factor analysis
1. Influence of occupation type
Occupational types have a great influence on the brain drain of enterprises. Generally speaking, the wastage rate is inversely proportional to the technical level. The higher the technical level, the lower the turnover rate. Therefore, the mobility of managers and professionals is much smaller than that of unskilled workers.
2. The influence of enterprise type
Theoretically speaking, the larger the enterprise scale, the lower the turnover rate. Because first of all, there are more opportunities for internal mobility in large enterprises. Secondly, the personnel selection and management procedures of large enterprises are very complicated, which is not conducive to the brain drain. Moreover, the competitive salary system and the departments engaged in large enterprises have a deeper understanding of the brain drain, which leads to the reluctance or difficulty of brain drain. In addition, the scale of the enterprise is large and the internal welfare of the enterprise is also high; In addition, the characteristics of corporate culture in large enterprises are more distinct, which leads employees to have more psychological superiority than small enterprises and are unwilling to leave large enterprises. The wages and benefits of employees in large enterprises are significantly higher than those in small and medium-sized enterprises; At the same time, among manufacturing workers, the turnover rate of large enterprises is lower than that of small enterprises.
3. The impact of enterprise development prospects
The development prospect of enterprises is one of the most important factors affecting brain drain. The company has a good development prospect. On the one hand, there are more opportunities to choose people and it is easier to choose excellent people. On the other hand, outstanding talents with long-term development plans are more willing to settle down, and even if they are not satisfied with their current jobs, they will not easily flow out of the enterprise. The development prospect of the company is an important indicator that affects people's expectations for future work. At the same time, brain drain will in turn affect the development prospects of enterprises. Therefore, the development prospects of enterprises and brain drain both restrict and promote each other.
4. The influence of wage level
Amk urquhart and Ali, American scholars, found in a detailed analysis of the resignation rate of manufacturing workers that the relative wage level is the most important factor among all the factors that determine workers to leave the enterprise voluntarily. Low-income industries have the highest turnover rate. The steady increase of wages is of great significance to the stability of personnel. In the period of large-scale economic depression, sometimes salary reduction will stabilize people's hearts in a certain sense.
5. Impact of work content
With the progress of society, people's pursuit of work has gradually shifted from solving the problem of food and clothing to improving the quality of life, including the quality of work and life, that is, the degree of pleasure brought by work itself. The description of the work content is mainly carried out from the following aspects. Monotonicity of work, repetition of tasks, challenge of tasks, autonomy and responsibility of posts and many other aspects.
6. The influence of enterprise management style
Generally speaking, enterprise management methods can be divided into two categories: A type and Z type. The characteristics of A type are: centralized management, clear control, short-term employment, unclear and unreasonable division of labor, mismatch between power and responsibility, multi-leader leadership, conflict between personal interests and enterprise interests, serious unreasonable salary, complex management level and conformity. Class Z is characterized by decentralized management, implicit control, long-term employment, clear and reasonable division of labor, consistent power and responsibility, clear leadership, relatively consistent personal interests and enterprise interests, reasonable and fair salary, flat management and emphasis on innovation. The turnover rate of type A management is high, while that of type Z management is low. These two kinds of management are two extreme situations. General enterprises are between type A and type Z, and the turnover rate gradually decreases from type A to type Z.
7. The influence of corporate culture
The main body of corporate culture is generally manifested in basic values, beliefs, corporate style, spirit, style, public image and so on, and is in different positions. Basic values play a major role in the formation and spread of other cultural subjects. Refers to the values of entrepreneurs, which are recognized and observed by all employees. The formation, dissemination and diffusion of corporate culture are reflected in the whole process of ideological construction and behavioral norms. Because the construction of corporate culture in this process often depends on the ideas of entrepreneurs and managers, most of them are limited to the traditional economic thinking that only cares about the interests of enterprises, and they cannot form a belief support system and a cultural communication system, which greatly reduces the cohesion and centripetal force of employees.
It is very important for an enterprise to create and cultivate a good corporate culture environment. Many people leave a company because they find it difficult to fit in. Therefore, an open employment system and working atmosphere are very important for a new employee; Scientific management system and harmonious working environment are also important reasons why employees are willing to work in enterprises for a long time.
Second, the impact of brain drain analysis of individual factors
1. Age influence
Age is the most important factor affecting the flow of people. There is obviously an inverse relationship between age and mobility. The younger the workforce, the greater the mobility. The negative correlation between personnel mobility and age and length of service is consistent, and younger personnel are more likely to move. The relationship between age and mobility is influenced by the following factors: young people are full of energy, not attached to their enterprises, have strong self-adaptability, have more opportunities to enter new jobs, have less family responsibilities and are more likely to move. In addition, young people often have higher expectations for work at the beginning of employment. Sometimes even unrealistic expectations, so they are often dissatisfied after entering the enterprise. A sample survey conducted by relevant departments in China shows that the proportion of young people who hold a positive attitude towards them is much higher than that of other age groups on a series of issues such as choosing their own jobs and taking risks.
Another reason for the high mobility of young labor force is that their current job income is low and there is no guarantee. They have a strong desire and opportunity to improve their economic situation. If you don't find another job, it's hard for young people to be content with the status quo. In addition, the younger a person is, the greater the benefits he gets from any form of human capital (including mobility). Young people entering the labor market generally look for jobs everywhere and compare the quality of their jobs. They didn't think and choose carefully when they first started working. Once they are dissatisfied, they will turn to new jobs. Only after trying various jobs for a year or two or even longer will you settle down, engage in a relatively fixed occupation and join the ranks of stable people. In addition, young people's job-hopping may bring greater benefits. Moreover, the cost for young people to change jobs is lower than that for older people.
2. The influence of length of service
There is a consistent negative correlation between the length of service (length of service) of personnel in enterprises and the flow of personnel. The shorter the working years, the higher the turnover rate. Working years is one of the most effective indicators to predict the flow of people. According to the analysis of a research report in the United States, two-thirds to three-quarters of employees in any group of the same age group quit in the first three years of work: more than half of them decided to quit after working for one year. The figure below reflects this phenomenon.
Calculate the proportion of queuing employees in a certain age group who remain in the original enterprise after being hired.
This relationship is easier to understand. Because a person has spent a large part of his career in a post, he often invests a lot of emotion and capital in this post. The longer a person works in an enterprise, the stronger his social ties, and the greater the social communication loss when he leaves the original enterprise.
3. The influence of education level
Today, with the development of transportation and communication technology, we find that the higher the education level, the stronger the ability to grasp all kinds of information. At the same time, they belong to a broader labor market. For example, people with doctor's degrees can often choose their work places around the world, and graduates with master's degrees can often choose their careers across the country. The possibility of people with college education moving has increased a lot. A study in the United States shows that there are three times as many people with higher education as those with high school education in interstate mobility. Because compared with people with low education, the labor market of workers with college education has the characteristics of regional labor market or national labor market.
4. The influence of values and personality characteristics
Values refer to a person's overall evaluation and views on the significance and importance of the surrounding objective things (including people, things and things), that is, a person's views on the right and wrong, good and evil and importance of objective things. Whether something is valuable to a person depends on his personality qualities, such as needs, interests, beliefs and world outlook. In other words, whether a transaction is meaningful to a person is restricted by a person's personality tendency. For a person, the most important and meaningful thing he thinks is the most valuable thing. Value is a useful measure to evaluate things. High value means high degree of benefit; Low value means less income. So some people generally interpret value as worthwhile. For example, judging whether a person's work is valuable or not and judging whether a person's behavior is valuable are all measured by the degree of benefit. Different values will make people make completely different judgments. For example, people's overall evaluation and views on money, freedom, happiness, friendship, power, self-esteem, work achievement and contribution to society are different. Some people value money the most, some people value their contribution to society the most, some people value their self-dignity, and so on. The order of views and evaluations on things in a person's mind is the value system. Values and value system are the psychological basis that determines people's attitude and behavior, and play a leading role in people's behavior. Values are often the most important factor when people choose jobs or make job mobility decisions.