Research on Personnel Turnover of Beijing Qinghu Software Limited Company

Authors

  • Yujiao Ke School of Management, Xi'an Polytechnic University

DOI:

https://doi.org/10.62177/apemr.v2i2.204

Keywords:

Staff Turnover, Human Resource Management, Beijing Qinghu Software Limited Company

Abstract

With the improvement of China's economic level, the loss of enterprise personnel is very common. The large number of personnel loss in Internet enterprises has aroused more and more attention. No matter any enterprise, human resources are extremely important, an enterprise without human resources can not be said to have core competitiveness. Human resources also affect the trend of enterprises. Due to the rapid development of the Internet, the phenomenon of staff loss is quite obvious. It is of great significance to analyze the reasons of personnel turnover and put forward corresponding solutions for the sustainable and healthy development of relevant enterprises. Software co., LTD., Beijing green lake as the research object, analysis software co., LTD., Beijing green lake personnel loss situation, influence and reason, through on-the-spot investigation method and interview method, and other forms, from the external environment factors, internal factors and their employees, and other Angle, analyze the root cause of the high staff turnover rate, Then put forward the concrete measures to reduce the loss of personnel in Beijing Qinghu Software Co., LTD. Namely, enterprises should improve the system of performance evaluation, compensation system reform, strengthen the employees' career training, build scientific promotion mechanism, strengthen enterprise culture construction work together, should not only focus on employee's work ability, but also pay attention to employees for the identity of the enterprise, let employees to wuxi, proud of working in the enterprise, reduce staff turnover. At the same time, attracting more excellent employees to join the company aims to effectively reduce staff turnover, enhance the level of human resource management, and provide reference for similar companies to deal with staff turnover.

Downloads

Download data is not yet available.

References

Liu Ye Maslow's humanistic philosophy [M]. Inner Mongolia Culture Publishing House. 2008: 23 ~ 26.

Liu Min. Cao Li, Shu Yihan, Dou Wenhua. Research on the Incentive Mechanism of State-owned Enterprises Based on Two-factor Theory [J]. modern business trade industry, 2020,41(12):42~43.

Muchinsky A. Multidimensional Model of Voluntary Employee Turnover [J]. Journal of Vocational Behavior,1980,(7):263~290.

Michael E.Partnership Problem: Is the Promise of a partnership the only way to adequately reward keyemployees [J]. Financial planning. New York: Apr 1,2006, Vol.12,Iss.8:17~20.

Kumar D. Perspectives Envisaging Employee Loyalty: ACase Analysis[J]. Journal of Management Research, 2012, 12(2): 100~112.

Eisenberger R, Karagonlar G, etal. The Supervisor POSLMX Subordinate POS Chain: Moderation by Reciprocation Wariness and Supervisor' Organizational Embodimet[J].Joumal of Organizationgal Bebavior, 2013, 1:2~11.

Soomjin Kim, Lisa Tam. Determinants of employee turnover internation[J]. Communications:An International.Journal,2017,308~328.

Nivethitha Santhanam. Hans Ziegler impact of human resource management practices on employee turnover intentions [J]. Journal of Indian Business Research,2017,212~228.

Liu Hongxia. Looking at employee turnover from the perspective of incentives [J]. Economic and Trade Practice, 2016(20):68~69.

Tong Lingling, Ding Mengmeng. Analysis of employee turnover in small and medium-sized enterprises [J]. Taxpayer, 2017(03):59.

Ju Wenjia. On the causes and countermeasures of high turnover rate of employees in small and medium-sized enterprises after "90" [J]. Business News, 2018(16):49~50.

Guo Yue. Training problems and solutions for new employees in enterprises [J]. Modern enterprises, 2019(02):15.

Zeng Siquan. Analysis of human resource management countermeasures to reduce the high turnover rate of hotel employees [J]. Business Theory, 2017(06):79~80.

He ye. Analysis of the current situation and causes of the brain drain of state-owned enterprises [J]. Management Observation, 2018(03):17~18+21.

Lang Xiaobo. Analysis of the reasons for the loss of knowledge workers and the countermeasures [J]. Economic and Trade Practice, 2018(15):244.

Wang Yu. Study on the prevention and control of employee turnover in enterprises [J]. Popular Science and Technology, 2019,21 (01) .1788+118.

Li Meng, Chen Xiaojing. The significance of incentive mechanism to reduce the turnover rate of hotel employees [J]. Tourism Overview (second half), 2019(02):78.

Zhu Jing. Analysis of the reasons for the loss of knowledge workers in small and medium-sized enterprises and management countermeasures [J]. Industrial Innovation Research, 2018(01):77~75.

Fan Qin. Analysis on the causes and countermeasures of employee turnover in enterprises [J]. Modern Commerce, 2021(03):74~76.

Wang hong native. Countermeasures to prevent the brain drain of young people in state-owned enterprises [J]. Modern Commerce, 2021(06):103~105.

Sean. Analysis on the Causes of Brain Drain of Software R&D Personnel in Small and Medium IT Enterprises [D]. Huazhong Normal University, 2021.

Zhang Tan. Research on the brain drain of R&D personnel in B Company (China) and its countermeasures [D]. xidian university, 2021.

Downloads

How to Cite

Ke, Y. (2025). Research on Personnel Turnover of Beijing Qinghu Software Limited Company. Asia Pacific Economic and Management Review, 2(2). https://doi.org/10.62177/apemr.v2i2.204

Issue

Section

Articles