本校學位論文庫
CITYU Theses & Dissertations
論文詳情
彭浩楠
俞凱東
商學院
工商管理碩士學位(MBA)課程(中文學制)
碩士
2022
影響服務業中小企業人才留存的因素及對策研究 : 以C公司爲例
Research and Countermeasures of Talents Retaining to Service Small and Medium-size Enterprise for C Company
服務業 ; 中小企業 ; 人才留存
Service Industry ; SMEs ; Talent Retention
人才留存是人才管理中的一個重點研究分支，對企業而言，將人才留存下來十分重要。人才作爲企業中的一種異質性資源，具備特殊的知識儲備與技能，是企業核心競爭力的重要來源，因此將人才留存下來能幫助企業的生存和發展。本文首先對中小企業的定義進行了説明，闡明了人才對企業而言爲何重要，介紹了當下中小企業難以將人才留下來的現狀。然後，本文結合現有相關理論研究内容,以作爲服務業中小企業的C公司為對象，進行案例研究分析。
本文采取定性分析的方法，先閲讀文獻作爲研究的理論基礎，再采取參與式觀察和半結構化訪談的方法收集數據，通過NVivo1.7.1作爲工具，結合手動的方式，對數據進行整理分析。最終，本文基於理論基礎和數據基礎，提出了一個模型，確定了十二個對服務業中小企業的人才留存產生效果的影響因素。
本文最後基於提出的模型,提出了一個留存意願公式，為服務業中小企業制定人才留存方案提供了指導作用。
本文采取定性分析的方法，先閲讀文獻作爲研究的理論基礎，再采取參與式觀察和半結構化訪談的方法收集數據，通過NVivo1.7.1作爲工具，結合手動的方式，對數據進行整理分析。最終，本文基於理論基礎和數據基礎，提出了一個模型，確定了十二個對服務業中小企業的人才留存產生效果的影響因素。
本文最後基於提出的模型,提出了一個留存意願公式，為服務業中小企業制定人才留存方案提供了指導作用。
Talent retention is a key research branch of talent management. It is very important for enterprises to retain talents. As a kind of heterogeneous resource in enterprises, talents possess special knowledge reserve and skills. Talents are an important source of core competitiveness of enterprises. Therefore, retaining talents can help enterprises to survive and develop. This paper first explains the definition of SMEs, expounds why talents are important to enterprises, introduces the current situation that SMEs are difficult to retain talents. Then, combined with the existing theoretical research content, this paper takes C company, which is a SME in the service industry, as the object of case study and analysis.
This paper adopts the method of qualitative analysis, first reading literature as the theoretical basis of the research, then adopting the method of participatory observation and semi-structured interview to collect data. This paper uses NVivo1.7.1 as a tool, combined with manual methods, to sort out and analyze the data. Finally, based on the theoretical basis and data basis, this paper puts forward a model and identifies twelve factors that have an effect on the talent retention of SMEs in the service industry.
Finally, based on the proposed model, this paper puts forward a retention intention formula. This retention intention formula provides guidance for SMEs in the service industry to formulate talent retention plans.
This paper adopts the method of qualitative analysis, first reading literature as the theoretical basis of the research, then adopting the method of participatory observation and semi-structured interview to collect data. This paper uses NVivo1.7.1 as a tool, combined with manual methods, to sort out and analyze the data. Finally, based on the theoretical basis and data basis, this paper puts forward a model and identifies twelve factors that have an effect on the talent retention of SMEs in the service industry.
Finally, based on the proposed model, this paper puts forward a retention intention formula. This retention intention formula provides guidance for SMEs in the service industry to formulate talent retention plans.
2023
中文
50
致 謝 Ⅲ
摘 要 Ⅳ
Abstract Ⅴ
目 錄 Ⅵ
第一章 緒 論 1
1.1 選題背景 1
1.2 選題意義 2
1.3 研究思路 2
第二章 文獻綜述 4
2.1 理論基礎 4
2.1.1 人力資本理論 4
2.1.2 資源基礎理論 5
2.1.3 情感事件理論 6
2.1.4 雙因素理論 7
2.2 研究現狀 8
第三章 研究方案設計 11
3.1 研究對象 11
3.2 參與式觀察 12
3.3 訪談法 13
3.3.1 訪談法的使用準則 13
3.3.2 使用訪談法的原因 14
3.3.3 設計訪談方案 15
3.3.4 實施訪談行動 17
3.3.5 訪談數據處理 18
第四章 資料收集與分析 19
4.1 參與式觀察資料整理分析 19
4.2 半結構化訪談資料整理分析 24
4.2.1 詞頻查詢列表分析 24
4.2.2 詞語雲圖分析 26
4.2.3 手動編碼節點分析 28
第五章 研究模型 33
第六章 總結與對策研究 38
6.1 總結 38
6.2 對策研究 40
6.3 研究局限性 42
6.4 未來研究方向 42
參考文獻 44
作者簡歷 50
摘 要 Ⅳ
Abstract Ⅴ
目 錄 Ⅵ
第一章 緒 論 1
1.1 選題背景 1
1.2 選題意義 2
1.3 研究思路 2
第二章 文獻綜述 4
2.1 理論基礎 4
2.1.1 人力資本理論 4
2.1.2 資源基礎理論 5
2.1.3 情感事件理論 6
2.1.4 雙因素理論 7
2.2 研究現狀 8
第三章 研究方案設計 11
3.1 研究對象 11
3.2 參與式觀察 12
3.3 訪談法 13
3.3.1 訪談法的使用準則 13
3.3.2 使用訪談法的原因 14
3.3.3 設計訪談方案 15
3.3.4 實施訪談行動 17
3.3.5 訪談數據處理 18
第四章 資料收集與分析 19
4.1 參與式觀察資料整理分析 19
4.2 半結構化訪談資料整理分析 24
4.2.1 詞頻查詢列表分析 24
4.2.2 詞語雲圖分析 26
4.2.3 手動編碼節點分析 28
第五章 研究模型 33
第六章 總結與對策研究 38
6.1 總結 38
6.2 對策研究 40
6.3 研究局限性 42
6.4 未來研究方向 42
參考文獻 44
作者簡歷 50
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2.Barney, J.B., Ketchen, D.J., & Wright, M. (2011). The Future of Resource-Based Theory. Journal of Management, 37, 1299 - 1315.
3.Basalamah, M.S., & As’ad, A. (2021). The Role of Work Motivation and Work Environment in Improving Job Satisfaction. Golden Ratio of Human Resource Management.
4.Becker, G.S. (1964). Human Capital: A Theoretical and Empirical Analysis, with Special Reference to Education.
5.Benitez, M., Medina, F.J., & Munduate, L. (2018). Buffering relationship conflict consequences in teams working in real organizations. International Journal of Conflict Management, 29, 279-297.
6.Bolander, P., Werr, A., & Asplund, K. (2017). The practice of talent management: a framework and typology. Personnel Review, 46, 1523-1551.
7.Bouguila, S. (2019). Employee freedom: till what extent. International Journal of Research, 7(3), 282–301.
8.Chan, A., Ryan, S., & Quarter, J.J. (2017). Supported Social Enterprise. Nonprofit and Voluntary Sector Quarterly, 46, 261 - 279.
9.Che, X.X., Zhou, Z.E., Kessler, S.R., & Spector, P.E. (2017). Stressors beget stressors: The effect of passive leadership on employee health through workload and work–family conflict. Work & Stress, 31, 338 - 354.
10.Cooper–Thomas, H.D., Xu, J.Y., & M. Saks, A. (2018). The differential value of resources in predicting employee engagement. Journal of Managerial Psychology.
11.Cui, W., Khan, Z., & Tarba, S.Y. (2018). Strategic Talent Management in Service SMEs of China. Thunderbird International Business Review, 60, 9-20.
12.Gallardo-Gallardo, E., Thunnissen, M., & Scullion, H. (2020). Talent management: context matters. The International Journal of Human Resource Management, 31, 457 - 473.
13.Graves, L.M., Ruderman, M.N., Ohlott, P.J., & Weber, T.J. (2012). Driven to Work and Enjoyment of Work. Journal of Management, 38, 1655 - 1680.
14.Han, J., Sun, J., & Wang, H. (2020). Do high performance work systems generate negative effects? How and when? Human Resource Management Review, 30, 100699.
15.Hatch, N.W., & Dyer, J.H. (2004). Human capital and learning as a source of sustainable competitive advantage. Southern Medical Journal, 25, 1155-1178.
16.Hersey, P.W., & Blanchard, K.H. (1971). Management of Organizational Behavior: Utilizing Human Resources.
17.Herzberg, F.I., Mausner, B., & Snyderman, B.B. (1960). The motivation to work.
18.Hsiao, J., & Lin, D. (2018). The Impacts of Working Conditions and Employee Competences of Fresh Graduates on Job Expertise, Salary and Job Satisfaction. Journal of Reviews on Global Economics.
19.Hsu, B., & Chen, Y. (2019). Industrial policy, social capital, human capital, and firm-level competitive advantage. International Entrepreneurship and Management Journal, 1-21.
20.Ibidunn, S., Osibanjo, A., Adeniji, A.A., Salau, O.P., & Falola, H.O. (2015). Talent Retention and Organizational Performance: A Competitive Positioning in Nigerian Banking Sector. Periodica Polytechnica Social and Management Sciences, 24(1), 1-13.
21.Jooss, Lenz, J., & Burbach, R. (2022). Beyond competing for talent: an integrative framework for coopetition in talent management in SMEs. International Journal of Contemporary Hospitality Management.
22.Kelly, J.R., & Barsade, S.G. (2001). Mood and Emotions in Small Groups and Work Teams. Organizational Behavior and Human Decision Processes, 86, 99-130.
23.Krishnan, T.N., & Scullion, H. (2017). Talent management and dynamic view of talent in small and medium enterprises. Human Resource Management Review, 27, 431-441.
24.Lewis, R.E., & Heckman, R. (2006). Talent management: A critical review. Human Resource Management Review, 16, 139-154.
25.Lindebaum, D., den Hond, F., Greenwood, M.D., Chamberlain, J.A., & Andersson, L.M. (2022). Freedom, work and organizations in the 21st century: Freedom for whom and for whose purpose? Human Relations, 75, 1853 - 1874.
26.Maiti, M., Krakovich, V., Shams, S.R., & Vuković, D.B. (2020). Resource-based model for small innovative enterprises. Management Decision, 58, 1525-1541.
27.Mangisa, Schultz, C. M., & Van Hoek, L. (2020). An analysis of transformational leadership, talent acquisition and talent retention of engineers at an energy provider in South Africa. SA Journal of Human Resource Management., 18.
28.Maniam, K. (2023). Inclusive talent development as a key talent management approach: A systematic literature review. Human Resource Management Review, 33(1).
29.Marinakou, E., & Giousmpasoglou, C. (2019). Talent management and retention strategies in luxury hotels: evidence from four countries. International Journal of Contemporary Hospitality Management., 31(10), 3855-3878.
30.Meyer, J.P., & Allen, N.J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1, 61-89.
31.Monteiro, B., Santos, V., Reis, I., Sampaio, M.C., Sousa, B.B., Martinho, F., Sousa, M.J., & Au‐Yong‐Oliveira, M. (2020). Employer Branding Applied to SMEs: A Pioneering Model Proposal for Attracting and Retaining Talent. Information., 11(12).
32.Narayanan, A., Rajithakumar, S., & Menon, M. (2019). Talent Management and Employee Retention: An Integrative Research Framework. Human Resource Development Review: HRD Review., 18(2), 228–247.
33.Pauli, U., & Pocztowski, A. (2019). Talent Management in SMEs: An Exploratory Study of Polish Companies. Entrepreneurial Business and Economics Review.7(4), 199–218.
34.Peccei, R., & Van de Voorde, K. (2019). Human resource management–well‐being–performance research revisited: Past, present, and future. Human Resource Management Journal., 29(4), 539–563.
35.Peteraf, M.A. (1993). The cornerstones of competitive advantage: A resource‐based view. Southern Medical Journal, 14, 179-191.
36.Peterson, J., Tahssain-Gay, L., & Laila, B. (2022). The impact of exclusivity in talent identification: sources of perceived injustice and employee reactions. Employee Relations: The International Journal.
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