Paper Keywords: voluntary resignation organization socialization expectations

Based on the principle of new employees' organizational socialization, this paper analyzes the reasons for new employees' voluntary resignation from the perspective of expectations, running-in and transformation stages of new employees' organizational socialization, that is, due to the expectation gap, new employees and enterprises have an intention to resign, and then they do not take corresponding measures and behaviors to adjust, so as to make new employees realize that their intention to leave is the final voluntary resignation. From two aspects: restraining the turnover tendency and reducing the voluntary turnover of new employees, this paper grasps the three main bodies of the socialization of new employees, namely enterprises, individuals and other social subjects represented by schools, and puts forward concrete countermeasures and measures.

1 the concept and theory of new employees' voluntary resignation

1. 1 employee turnover concept and its classification

Employees leave their jobs. The process by which individuals who get material benefits from the organization terminate their membership in the organization? . According to the differences of employees' willingness and motivation to leave the enterprise, they can be divided into three categories. Mentioned in this article? Retired employees? It is the employee who voluntarily chooses to leave the organization without any pressure from the employer (as shown in figure 1).

1.2 theoretical research and model of new employees' voluntary resignation

In recent years, the theory of organizational socialization is becoming an important research direction. The process of organizational socialization is a process in which individuals turn their expectations of career and organizational life into members in a complete sense. Van Manen divides this process into anticipation, running-in and transformation stages. Based on the views of many scholars, this paper holds that organizational socialization is a learning process in which employees adjust their attitudes and behaviors to adapt to the value system, organizational goals and behavioral norms of their organizations.

2 The basic situation and characteristics of new employees' voluntary resignation

Two weeks, three months and two years after employees enter the company are usually the period with the highest turnover rate. Western scholars generally believe that the process of organizational socialization of new employees is completed within half a year after entering the enterprise. Moreover, the research object focuses on college graduates, so the results of organizational socialization of groups in the early career are more significant. The research and interviews in this paper are limited to the new employees who have been employed for half a year, and most of them are recent college graduates.

The research object of this paper can grasp its characteristics from two aspects: employees' voluntary resignation and the unique work characteristics of the post-80s generation. 50%~60% of new employees left their jobs in the first six months, and 40% of newly recruited managers left their jobs in the first 18 months. According to employee turnover model (Ji Huilan), whether employees have turnover intention comes from many internal and external factors. But in the absence of intention to leave, employees will not leave. Therefore, enterprises should start with the turnover tendency of new employees and analyze the situation of voluntary turnover.

According to the research of Ren Ci and other scholars, the new employees born in 1980s can be summarized as follows: they have a high level of knowledge and are easy to try different occupations; Unique work values make it easy for him to leave his job to find self-worth and pay more attention to self-development; Zhang Yang's personality made him dare to leave his job easily.

3. The construction of the analysis model of new employees' reasons for leaving.

Entry expectations, employees' expectations of work and other related aspects before entering the enterprise. Expectation gap? What is the difference between a person's positive or negative experience at work and his expected experience? . A large number of empirical studies have verified? High expectations and low feelings? Work? Expectation gap? It is the main effect variable that restricts the adjustment process of new employees in the organization, directly affects their job satisfaction, organizational commitment and job performance, and is also an important factor that causes absenteeism, turnover intention and resignation.

The gap is caused by both sides, so it can be seen that the effective way to narrow the expected gap is actually unilateral adjustment and simultaneous adjustment by both sides. The formation of new employees' expectations is a process of accumulation, and the reality of the work that an enterprise can provide is also constantly adjusted and formed in its development process. Therefore, it is not feasible to ask one of them to make substantial adjustments.

3. 1 Explore the reasons for new employees' voluntary resignation and build a socialized stage.

The process of organizational socialization is a gradual adaptation process, which can be divided into anticipation, running-in and transformation stages. Among them, the socialization running-in and socialization transformation stages overlap to some extent.

(1) Construction of socialization stage of new employees' expectations. The expected level of socialization? Duan? The socialization process before individuals really enter the organization. Jablin and other scholars pointed out that this stage includes two important contents, namely, the socialization process of integrating into specific occupations and specific organizations. It can be seen that the expectations of new employees mainly include career expectations and corporate expectations.

Career expectation is formed in the process of long-term accumulation and socialization with its growth. Most interviewees mentioned that understanding the characteristics of a certain industry and forming expectations for it are all done through interaction with schools, teachers and classmates during college. The formation of enterprise expectation is mainly influenced by enterprise information penetration, which can be divided into direct penetration and indirect penetration. Direct infiltration is mainly completed in the form of recruitment, with campus publicity as an auxiliary means. Indirect infiltration is completed in the form of mass media and social effects.

(2) The construction of new employees' running-in stage and transition stage. The later running-in stage is closely connected with the stable stage, and even when the stable stage appears, the socialization transformation stage of new employees has already begun. The running-in period appears when new employees just start their work and experience. Enter? The moment of organization. New employees will be frustrated by the role ambiguity caused by the role change and the role conflict between organizational expectations and personal wishes. Is it caused by the difference between expectation and reality? Influence? With what? Shocked? Stage.

The shock period is because new employees are clearly aware of the gap between expectations and actual work. At this time, new employees can't adjust their expectations in time, enterprises can't correctly recognize the existence of the expectation gap, and they don't provide effective solutions, which leads to the turnover tendency of new employees. In the transformation stage, new employees begin to be accepted by the organization by changing their previous behaviors and attitudes.

3.2 Analysis of the reasons for new employees' voluntary resignation

The main reason for new employees' voluntary resignation is that the expected gap of new employees has caused an impact, and enterprises have not taken effective measures to alleviate the psychological gap of new employees, prompting new employees to take actual resignation behavior.

The high expectation level comes from the influence of all social subjects it contacts. For example, the idea instilled at home is that there should be a higher-level job after graduation from college; Enterprises overestimate or inaccurately describe the work and environment of the post in the information infiltration such as recruitment. The low level of actual work in enterprises is relative to the expectations of new employees. Enterprises don't understand the expectations of new employees, and after understanding, they can't provide the corresponding work level, and there are no alternative salary measures.

4 New employee turnover management strategies and measures

4. 1 enterprise level

In restraining voluntary turnover intention, enterprises can actively participate in the influence of schools and society on college students' career expectations. Such as: campus publicity, providing short-term internships or cooperative projects, and organizing exchanges between college students and employees of enterprises. Use methods such as real work preview (RJP) to lower the expectation level of college students, so that their expectation level tends to the actual work in the future. Real brochures, audio-visual materials or face-to-face communication can realize practical work preview.

In the practical action to reduce the voluntary resignation of new employees, enterprises can establish effective communication channels. Actively and effectively communicate with the expected direction and level of new employees, try to meet their expectations, if not, you can choose other feasible ways to compensate. Provide career management assistance. Enterprises should take some measures to strengthen the career management and development of new employees and help them complete the transition from the running-in stage to the transformation stage of organizational socialization.

4.2 Personal level

In terms of restraining voluntary turnover intention: individuals can effectively integrate information and obtain accurate expected direction and level. For example, take part in the study of employment guidance courses, take the initiative to participate in internships, communicate with people in social enterprises, and use resources such as the Internet to learn about society, occupation and enterprises independently. After new employees enter the enterprise, they should take the initiative to collect relevant real information of the enterprise. Such as: active feedback and information collection, establishing new employee relations, self-behavior management, etc. It is the behavior of new employees to actively adjust the expectation gap.

In the practical action to reduce the voluntary turnover of new employees, individuals can use the idea of career management after encountering the expectation gap, and don't be confused by recent phenomena.

4.3 The social level represented by schools

In the aspect of restraining voluntary turnover intention: the society represented by schools can help college students form correct career expectations. Schools and other social subjects should guide students to make reasonable career planning and design through correct education and accurate information. Strengthen the practical process of cultivating compound talents. Cooperation with enterprises will enable college students to get in touch with the society before entering the enterprise, form correct career expectations, improve their skills, and enable them to complete the process of organizational socialization with the fastest speed and the best state after becoming new employees.

5 conclusion theory

This paper analyzes the reasons of new employees' voluntary resignation, and puts forward concrete countermeasures and measures to manage new employees from two aspects: restraining the occurrence of turnover tendency and reducing the practical actions of new employees' voluntary resignation.

References:

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[2] Gary? Desler. Human resource management [M]. Liu Ting, Wu Wenfang, etc. Sixth edition. Beijing: Renmin University of China Press, 200 1.

[3] Li Zubin. Grasp the psychological cycle of new employees [J]. Building materials &; Decoration, 2009(6):44-45.

[4] Ling Wenquan, Fang, Bai Ligang. A Study of College Students' Professional Values in China [J]. Journal of Psychology, 1999 (3): 342-348.

[5] Ren Ci, Zhao Liang, Wei Ting. After 80? The influence of new employees' job characteristics on their turnover intention [J]. Value Engineering, 2009 (12):139-141.

[6] Mobley W H. Intermediate relationship between job satisfaction and employee turnover [J]. Journal of Applied Psychology, 1977(2):237-240. ?

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