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    TIẾN SĨ Sự luân chuyển và chiến lược giữ chân người lao động ở các doanh nghiệp nhỏ và vừa trong lĩnh vực dịch vụ trên địa bàn Hà Nội

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  6. Sự luân chuyển và chiến lược giữ chân người lao động ở các doanh nghiệp nhỏ và vừa trong lĩnh vực dịch vụ trên địa bàn Hà Nội

    Luận án tiến sĩ năm 2013
    Đề tài: Employee Turnover and Retention Strategies of Small and Midium Enterprise Service Businesses in Hanoi
    Sự luân chuyển và chiến lược giữ chân người lao động ở các doanh nghiệp nhỏ và vừa trong lĩnh vực dịch vụ trên địa bàn Hà Nội
    Luận án được trình bày bằng tiếng Anh

    able of contents
    Page Chapter I: Introduction
    1.1.Background of the study 1
    1.2.Statement of the problem 4
    1.3. Significance of the study 6
    1.4.Scope and limitation of the study 9
    2.1 Literature Review 11
    2.2 Theoretical and conceptual framework 31
    2.3 Hypotheses 36
    2.4 Definition of terms and Variable 39
    3.1 Research Design 51
    3.2. Research Locals 52
    3.3 Samples and Sampling 52
    3.4 Instrumentation 53
    3.5 Procedure
    3.6 Statistical Analysis of the Data
    4.1 Results 58
    4.2. Discussion 60
    5.1 Summary 69
    5.2 Conclusions 74
    5.3 Recommendations 75

    1.1. Background of the study
    A general idea of the sustained presence of service is very important to understand the research
    environment. In addition to employee welfare such as pension fund, employees of SMEs are
    entitled to many other benefits including:
    +) Group Insurance: This plan is to provide coverage for employees in the event of
    illness, injuries or pregnancy in case of female workers and spouse for male workers.Special,
    personal accident insurance covers insury-related health care expenses
    +) Personal Health Care (Regular medical check-ups):The SMEs service businesses
    offer yearly health check-up for their employees. These medical checkups are normally carried out
    once or even twice a year in some companies.
    +) The lunch and Transportation subsidy:The lunch is providing by their organization
    and it is also subsidized. Beside, some companies provide transportation facilities to all the
    employees from home to the office at the lowest price.
    +) Credit Card businesses: Credit card businesses allow prompt payment and cost
    effectiveness that formal employee performance for purposes such as travel related expenses, hotel
    bills, airfare, etc.
    +) Recreation, Cafeteria, ATM and Concierge facilities:Recreational facilities include
    billiard tables, chess tables and coffee bars. Esoecially, taffs in some hotels can enjoy equipped
    gyms with private trainers.
    +) Mobile Phone, Laptop:On the basis of business need, companies provide their staffs
    with mobile phones and/or laptops. Staffs are responsible for the maintenance and protection of
    this property.
    +) Loans: Many SMEs service businesses provide small loans for some different
    cases. For example, employees could be provided with financial aid in emergency medical
    situations or financial assistance at the time of their weddings. New members could be granted
    loans to assist them in resolving their original work at the company.
    +) Educational Benefits:Many SMEs service businesses develop policies to improve
    personality and knowledge level of their employees., They reimburse tuition fees, and also fees for
    exam and books.
    +) Performance based incentives:Many SMEs business services have planned, and
    implemented program-based support. The parameters for calculation are performance evaluation
    criteria such as: speed, accuracy and productivity of each process. From there, they give to some
    different bonus
    +) Flexi-time:Some employees in the company but not all, may be able to choose the
    flexi-time. The main target is to provide employees with flexible time schedule. The manager give
    their staffs right to choose most effective working time for them instead of a fixed schedule.
    Therefore the productivity will be enhanced.
    +) The cultural exchange programs: Companies often hold staff parties, in which
    they can join, share opinions and even display their talents. In addition, organizations also conduct
    various sport competitions such as foot ball, volleyball for their employees.
    +) Wedding Day Gift:Every employee in the company always receives a gift in his
    wedding. The gift can be different based on their levels in the company. But it often fluctuates
    between 20-50 USD for a member.
    +) Employee Referral programs: There are companies which give good policy for
    employees if they can recommend qualified people to work in the organization. The main target is
    to attract the good employee for their company and create higher retention rate
    +) Employee Stock Option Plan. To generate loyalty of employees, the company has
    launched this policy; every staffs will be able to buy shares of company with discounted price.
    This will enable them to fully enjoy benefits of the company.
    So why is turnover rate still high? What retention strategies should be applied in the SMEs
    service business in Hanoi?
    1.2. Statement of the problem
    An important issue facing by the SMEs service business is minimizing turnover rate. In the
    context of globalization, Small and medium scale enterprises (SMEs) are losing a large number of
    employees, especially excellent managers for large multinational companies. Particular data is as
    Figure 1.1 Employee Turnover

    1. C. R. Kothari, Research Methodology methods and techniques, Second edition, Wishwa
    Prakashan year 1997
    2. Alexander Hiam, Motivating & Rewarding Employee , year 1999
    3. Donald R. Cooper, Pamela S. Schindler. Business Research methods,: Eight editions Tata
    McGraw-Hill year 2004
    4. V.S.P Rao, The Human Resource management text and cases, second editions , Excel Books
    year 1992
    5. K. Aswathappa, Organizational Behavior , Fifth editions, Himalaya Publishing House year 1989
    1. The ICFAIn Journal of management and research,Volume V No:2 Februvary 2007, ICFAI
    university press, Page no 65: Human resource development climate in IT companies in India.
    2. HRM review, Employer’s brand, ICFAI university press,June 2006
    3.European Journal of Businesses and Management,ISSN 2222-1905(Paper) ISSN2222- 2839
    (Online) Vol 4, No.3,2012
    4.Internationnal Journal of Businesses and Management Tomorrow, Vol.2 No.8,2012
    5. Akinboye, J.O. (2001). Executive behaviour battery. Ibadan: Stirling-Horden Publishers
    6. Arnold, E. (2005), “Managing human resources to improve employee retention”, The Health
    Care Manager,
    Vol. 24 No. 2, pp. 132-40.

    Xem Thêm: Sự luân chuyển và chiến lược giữ chân người lao động ở các doanh nghiệp nhỏ và vừa trong lĩnh vực dịch vụ trên địa bàn Hà Nội
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    Lần sửa cuối bởi webtailieu, ngày 15-08-2014 lúc 09:59.
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