文獻信息：

　文獻標題：The Turnover Rate Of Young Employees–A Challenge For Hrm（年輕員工的離職率——人力資源管理面臨的挑戰(zhàn)）

　國外作者：A Deaconu，L Rasca，CG Celarel

　文獻出處：《Proceedings of the International Management Conference》, 2016,10(1):316-323

　字數統(tǒng)計：英文 2872 單詞，14668 字符；中文 4644 漢字

　外文文獻：

　The Turnover Rate Of Young Employees

　–A Challenge For Hrm

　Abstract The objective of this research is to analyze employees’ decisions and motivations when they decide to join/stay or leave an organization. The results of this paper were obtained through a quantitative research based on a questionnaire applied to Romanian young employees. They come to help managers to reconsider and understand the new human resources strategies in order to be able to fight against the negative effects of the turnover rate of young employees and to guide the specialists who are working in the career management field.

　keywords: career, human resources management, work life-balance, turnover rate

　 1.INTRODUCTION

　The theory and the practices of the management in the human resources field had traditionally sustained the construction of a durable relationship between employee and employer. Companies’ reason for this support is not difficult to understand: the effort to find and attract talents is huge, the investment in trainings and development of the employees is the same and the insertion of an employee requests time and effort from the employers. Not so long ago, managerial expectations harmonized with employees’ motivations: they were not limited to a contractual obligation but they were powerfully involved in the activity of the organization and did career plans aiming successive positions in the same company. Nowadays, if we look carefully to what is happening on the Romanian labor market we will see that a lot of employees react differently when they choose the organizations in which they want to perform. The availability to stay in the same company for a longer period has disappeared and the integration and adaptation to a new work environment seems to be easier. In this paper we try to analyze what stays at the bottom of the employee’s decisions, which are the motivations when they choose to stay and, especially when they leave an organization. We consider that the results of this research will help managers to reconsider the human resources strategies in order to be able to decrease the negative effects of the employee fluctuation and to guide the ones who are working in the formation and the education of the career management. There are many examples which sustain that the decisions of leaving/staying at a job, in an organization or in a country, need to be grounded on the conclusions of a holistic analysis of their advantages and disadvantages. This research has a first part that describes the career nowadays and a second part in which we organized an online survey targeting employees from different companies who have their activity in Romania. The results where statistically processed and allowed us to formulate conclusions and recommendations which could decrease the turnover rate of employees and its effects.

　2.CAREER: BETWEEN ASPIRATIONS AND REALITIES

　People’s concern regarding their career is not something recent. The only difference is that today it is found more often and it is based on more complex reasoning. Most of the specialists suggest we are in a period where the career has no limits (Hess, Narelle, 2011). Moreover, today we are interested to explain and understand employee’s motivations and choices on one side and the company’s actions on the other side, which implies that we need to take into account many psychological aspects concerning skills, aspirations or motivations of the individual but also system characteristics in which they work. One of our objectives was to investigate the career choices of the employees and we saw that, for each individual, the management of his own career is a critical process, influencing his entire development and the career exploration is considered to be an essential component of the development process of the vocational identity (Cuddapah, Jennifer, 2015). When we are talking about career it is necessary to take into account the individual interest for its own development, the organization in which he operates, the contexts of interference between the two areas, the quality of specific legislation and the manner of its application. Actually, the career is defined as a sequence of activities and professional positions that can be accessed by someone, together with attitudes, knowledge and associated components developed with time (Jaensch, Vanessa, 2015). Ideally, career, professional life in general require satisfaction, lack of conflicts and optimal functioning of a person at work. This is why this concept is a point of interest for many researches and studies (Ossenkop, Carolin, 2015). The career begins early, it takes many years and each stage has its specificity. In this context, we need to note that the career concern starts in adolescence: it is perhaps one of the most

　important periods of the career because it is then that begins the vocational education, essential for the entire professional path (Lee, Bora, 2015). It is also in the adolescence that key skills that deserve to be developed are explored and discovered (Pons, Dirk, 2015). During our research, some recent scientific articles have drawn our attention. They claim that career can be done “in width” and “in depth”, each one producing different effects on the professional development. (Lee, Bora, 2015). Regarding the exploration “in width”, it involves researching a wide range of experiences without specific objectives, while the second way of exploration, “in depth”, is goal-oriented. “In width” exploration offers a great flexibility in career choices but also fosters a lack of planning. On the other hand, “in depth” exploration is associated with a good knowledge of career-based objectives but it faces barriers when changes occur in the career. In other words, we can see that the two types of exploration have both advantages and disadvantages. We also underline the discussion about work-life balance. Many researchers support the efforts of the employees to split the time and the energy between the career and other essential aspects of their own lives. The “Work-life balance (WLB)” concept is supported by the employees who militate for a balanced life. The link between work and leisure time was made in 1800s and the term “work-life balance” was used for the first time in 1970 in UK, in order to describe the balance between personal life and work. Worldwide, the working time is carefully studied by various commissions (such as the European Commission) which also contributed to the implementation of a maximum of 48 hours of work per week. There are countries, such as France, where the working time includes 35 hours of work per week (Ossenkrop, Carolin, 2015). The relationship between personal life and professional one is represented below:

　Figure 1. Work-life balance

　The interest for the balance between work and personal life, “work-life balance (WLB)” is justified if we take into account the concerns stated in the literature: we found that during 1985-1997, this concept was evoked 32 times, while in 2008 it was mentioned 1674 times. Although the term is interpreted differently and the proposed solutions have limited validity, we identified the common denominator: the concept is seen by many as a support for the conflict resolution in which professional and personal life can be increasingly often found. Each individual, even he is between 20 and 35 years old and is very focused on building his own career, or between 35 and 50 years old and focuses on family and personal life (Scotti, Massimo, 2012), needs to know the content of this concept and the modalities of appropriate management. The more so, since, in Romania, about 92% of employees worked for many years, more than 50 hours per week, being considered “workaholics”. At the beginning of 2015, statistics show that in Romania there is an average of 40.4 hours of work per week, lesser than Turkey, which is placed on the first place with an average of 51.4 hours of work/week. Overall, we found that, since 2008, in Romania there is, in general, a downward trend of working time (Eurostat 2016) . Also, this is true in terms of part-time employees. In this category, Romania ranks the third, with an average of 23.6 hours of work per week, in comparison with 2008, when our country occupied the first

　position with a total of 24.6 hours (Eurostat 2016).

　As we already know, career development does not involve to stay in the same organization anymore. This idea is not new and no one looked at it with concern until recently when, the numbers became alarming. The causes of this phenomenon are multiple. A survey conducted in 2015 by Right Management revealed several reasons that are at the bottom of the job change decision of the employees: reducing or restricting of the business (54%); new opportunities and challenges (30%); ineffective management in the organization where they work (25%); improper relationship with the management (22%); the improve of work-life balance (21%); the lack of recognition of the personal performance (21%); a better salary (18%); a better alignment of organizational and personal values (17%); incompatibility between personal capabilities and requirements of the organization (16%); financial instability of the company (12%) (Cuddapah- Locraft, Jennifer, 2015). However, changing jobs is not a simple operation. It entails the need to adapt and organizational integration, a complex process known in the literature as the “professionalization”. With the “professionalization”, the employee will face another process, the one of socialization (Painisoara, Georgeta, 2005). By joining the two processes (the organizational socialization and the professionalization) organizational integration can be reached, a result that is much expected by the management. The integration implies the growth of organizational socialization and the one of professionalization (they do not have different time durations but occur simultaneously). (Sibunruang, Hataya, 2016) The existence of those two sides, the

　one of professionalization and the social one of integration, requires to develop and apply an integration methodology in the organization that wants to align with the requirements (Zacher, Hannes, 2014). It is also necessary to have the support of human resources department and the direct management.

　3.STUDY REGARDING EMPLOYEES’ PERCEPTION ABOUT THEIR CAREER

　For this study we used an online questionnaire that provided us information

　regarding the perception of respondents (employees from Romania) about the decisions that produce changes in their personal life. The survey included 32 questions, grouped as follows: six of them aimed the measure in which the respondents know their career path, four of them concerns respondents’ perception regarding labor market, five reflects the changes of professional life, three of them follow the work-life balance, four of them are

　referring to career opportunities abroad, five to the success in career and the possibility for entrepreneurship while the rest target personal information. The questions were placed in Google Drive and the first 150 answers were taken into account, being registered in the database and interpreted in the study. The main characteristics of the participants in this survey were: the age (between18 and 30 years old), education (the majority had a high level of education), employment and gender (female dominance). We present some of the results, as follows:

　- There is a large number of young employees (66%) who wish to change their job

　The respondents consider that their relationship with an organization should not be a long-term one: 30% of the total appreciates that the job change can be made after 3-4 years from the beginning while 59% consider that this can be done after 1-2 years.

　Figure 2. The desire in what regards the job change

　- The job change is influenced by many factors

　It was interesting to find out that a lot of respondents (87%) accuse the work monotony and the lack of advance perspective when they decide to change the job. Also, 61% of them link the job change decision to overtime work or to the relationship with the colleagues (46%). The overtime and the workload explain why the job change decision is closely linked to the work-life balance. 77% of the respondents declare that the personal life is very important for them when they decide to change the job.

　Figure 3. Factors that influence the decision to change the job

　 Figure 4. The importance of personal life in the job selection

　- The career is associated with the satisfaction and not with the sacrifice

　The idea of a career made with personal sacrifices loses ground in the case of our respondents, 60% of them do not agree with this affirmation.

　Figure 5. The availability to personal sacrifice for the career

　- The employees are not properly informed about the evolutions of the labor market Naturally, you should expect that all the young people so active in changing their job to be very informed about what is happening on the labor market. In reality, things are not like this: only 4% of the respondents say they are very well informed, 37% are informed and 55% of them are a little bit or not at all. However, there is a large perception of dissatisfaction and distrust of the respondents regarding the changes from the labor market (74% are considering that the changes are too little or not at all in the employee’s favor). This state of affairs can be an interesting subject of the analysis. We should retain that the decision to leave a job is based more on micro, personal and subjective judgments and ignores the complex ones, on long term, which include the balances of the Romanian labor market. It is true that an impediment to such a move could be the “scarcity” of the information of this area. -The employees recognize the value of a personal career plan and they have models to follow The majority of the employees (91%) appreciate the utility of a career plan, they elaborate such an instrument (63%) and rely on it in a big measure (55%) when making decisions related to their job. Frequently (60%), they have a model to follow:

　Figure 6. The existence of a career model to follow

　-The employees are considering that a career abroad has more changes to be successful At the first look, the fact that 50% of the respondents associate the success mostly with a career abroad than one in Romania, should raise concerns. Things are not so bad if we consider that, in the above category, 48% of them intend to go abroad following the decisions of the company they are working for. We should remark also, the large number of the ones that desire to come back in Romania, after a foreign experience. The difficulty to leave Romania comes from the relationship with the family and friends (74%) and the opportunities available here.

　 Figure 7. The reasons to stay in Romania

　Regarding the entrepreneurship opportunities, we note that more than 50% of the respondents are interested in opening their own business:

　Figure 8. The interest for entrepreneurship

　 4.CONCLUSIONS

　Naturally, the changes of the economic and social environment are producing modifications of the behavior and attitude of employees towards work and the organization where they work. This is why, managers are concerned to know tomorrow’s employee profile and to have ways to attract and retain the talent they will need. Our study brings into discussion views expressed by a group of young employees, mostly graduates of higher education. The gathered information reveals interesting trends and suggests priority actions for human resources managers. Our research, although it has limitations arising from the small number of employees and especially the education level of respondents (mostly graduates of higher education), highlights some ideas that can be generalized without fear of error, among young and educated employees: young people do no find justified a long term relationship with the company they are working for; most of them are projecting the career as a route in various organizations from the country or abroad; most of the respondents rely on a career plan, even if they are changing it when it is necessary;

　the employees often base their decisions to change the job on several criteria of interest (some of these are logical and easy to follow, others are very specifics, subjective or personal); the employees are becoming increasingly concerned by the work-life balance; future employees will be very open to the idea of a European career or a global one (even if this means for a limited period of time).

　In contact with this type of candidates or employees, HR managers should use appropriate methods (for defining jobs, recruitment, training, evaluation, motivation and promotion) in order to determine them to be more connected with their organization. The initiative of organizations is expected, given the ease with which they can quantify the shortcomings of a high fluctuation rate. We believe, however, that the employees will lose if they treat superficially their relation with the company and if they see the profession as an obligation and not as a source of development. We intend to continue the research regarding the perception of employees about their own career, with the aim of dissemination the interpretation of these opinions in theoretical area and business, in order to have a complete information for the companies and for future employees.

　中文譯文：

　年輕員工的離職率 —— 人力資源管理面臨的挑戰(zhàn)

　摘要

　本研究的目的是分析員工決定加入/留在或離開組織時的決策和動機。本文的結果是通過對羅馬尼亞年輕員工進行調查問卷的定量研究得出的。他們 來幫助管理人員重新思考和理解新的人力資源戰(zhàn)略，以便能夠應對年輕員工離職率的負面影響，并指導在職業(yè)管理領域工作的專家。

　關鍵詞：職業(yè)，人力資源管理，工作生活平衡，離職率

　1. 簡介

　傳統(tǒng)上，人力資源領域的管理理論和實踐支持了員工與雇主之間持久關系

　的建立。公司提供這種支持的理由不難理解：尋找和吸引人才的努力是巨大的， 與對員工的培訓和發(fā)展的投資是一樣的，員工的加入也需要雇主的時間和努力。

　 不久前，管理層的期望與員工的動機是一致的：他們不限于合同義務，而是積極地參與組織的活動，并為同一公司的連續(xù)職位制定職業(yè)規(guī)劃。如今，如果我們仔細觀察羅馬尼亞勞動力市場上正在發(fā)生的事情，我們就會發(fā)現，許多員工在選擇他們想要從事的組織時，會有不同的反應。長期呆在同一家公司的可能性已經消失，融入和適應新的工作環(huán)境似乎更容易。

　在本文中，我們試圖分析員工決策的底層，即他們選擇留下的動機，特別是當他們離開組織時。我們認為，本研究的結果將有助于管理人員重新考慮人力資源戰(zhàn)略，以減少員工波動的負面影響，并指導正在從事職業(yè)管理工作和職業(yè)管理教育的人。

　有許多例子表明，離開/留在一個組織或國家的決定，是以對其利弊進行全面分析后得出的結論為依據的。

　本研究的第一部分描述了當前的職業(yè)生涯，在第二部分，我們組織了一次在線調查，對象是在羅馬尼亞有業(yè)務活動的不同公司的員工。經過統(tǒng)計處理的結果，使我們能夠得出結論和建議，以降低員工的離職率及其影響。

　2. 職業(yè)：理想和現實之間

　人們對他們職業(yè)生涯的關注并不是最近才有的。唯一的不同是，今天它更常被提及，而且是基于更復雜的推理。大多數專家認為，我們正處在一個職業(yè)生涯沒有極限的時期（Hess，Narelle，2011）。

　此外，今天我們有興趣解釋和理解員工的動機和選擇，這是一方面，另一方面，是公司的行動。這意味著我們需要考慮到許多有關個人技能、愿望或動機的心理方面，但也要考慮到他們工作的系統(tǒng)特點。

　我們的目標之一是調查員工的職業(yè)選擇，我們看到，對每個人來說，他自

　己的職業(yè)生涯管理是一個關鍵的過程，影響他的整個發(fā)展，職業(yè)探索被認為是職業(yè)認同發(fā)展過程中的一個重要組成部分（Cuddapah，Jennifer，2015）。當我們談論職業(yè)時，有必要考慮到自身發(fā)展的個人利益、他所在的組織機構、兩個領域之間的干涉情況、具體立法的質量及其適用方式。事實上，職業(yè)被定義為一個人可以獲得的一系列活動和專業(yè)職位，以及隨時間發(fā)展的態(tài)度、知識和相關的組成部分（Jaensch，Vanessa，2015）。

　理想情況下，職業(yè)生涯中的職業(yè)生活一般需要滿足感、缺乏沖突以及在工作中發(fā)揮最佳功能。這就是為什么這個概念是許多調查和研究的興趣點 （Ossenkop，Carolin，2015）。職業(yè)生涯起步早，工作持續(xù)很多年，每個階段都有其特殊性。在這方面，我們需要指出的是，職業(yè)生涯始于青少年時期：這可能是職業(yè)生涯中最重要的時期之一，因為正是在那時開始了職業(yè)教育，這對整個職業(yè)道路至關重要（Lee，Bora，2015）。也正是在青少年時期，值得發(fā)展的關鍵技能被探索和發(fā)現（Pons，Dirk，2015）。

　在我們的研究過程中，最近的一些科學文章引起了我們的注意。他們認為， 職業(yè)生涯可以做到“寬度”和“深度”，每一個都對職業(yè)發(fā)展產生了不同的影響。

�。↙ee，Bora，2015）。

　關于“寬度”的探索，它涉及到研究范圍廣泛的經驗，沒有具體的目標， 而第二種關于“深度”的探索則是以目標為導向的。“寬度”的探索在職業(yè)選擇上提供了極大的靈活性，但也導致了缺乏規(guī)劃。另一方面，“深度”的探索與對基于職業(yè)目標的良好認知相關，但當職業(yè)發(fā)生變化時，它面臨著障礙。

　換句話說，我們可以看到，這兩種類型的探索各有利弊。我們還強調了關于工作與生活平衡的討論。許多研究人員支持員工努力分配職業(yè)和自己生活中其他重要方面之間的時間和精力。“工作與生活平衡（WLB）”概念得到了為平衡生活而工作的員工的支持。工作和休閑時間之間的聯(lián)系是在 18 世紀提出的， 1970 年英國首次使用“工作與生活平衡”這個術語來描述個人生活與工作之間的平衡。

　在世界范圍內，各委員會（如歐盟委員會）對工作時間進行了仔細研究，

　這些委員會也促成了每周最多工作 48 小時。有些國家，如法國，那里的工作時 間為每周 35 小時（Ossenkrop，Carolin，2015）。個人生活與職業(yè)生涯的關系如下：

　圖 1.工作與生活平衡

　如果我們考慮到文獻中所表達的擔憂，那么對工作和個人生活之間的平衡 “工作與生活平衡（WLB）”的興趣是合理的：我們發(fā)現，在 1985-1997 年期間， 這個概念被提到了 32 次，而在 2008 年被提到了 1674 次。雖然這一術語的解釋有所不同，并且擬議的解決方案的有效性有限，但我們確定了共同點：許多人認為這一概念是對解決沖突的一種支持，在沖突解決中，職業(yè)和個人生活可以越來越多地提及。每個人，即使他的年齡在 20 至 35 歲之間，都非常專注于建 立自己的職業(yè)生涯，或 35 至 50 歲之間，關注于家庭和個人生活 （Scotti，Massimo，2012），都需要了解這一概念的內容和適當管理的方式。在羅馬尼亞尤為如此，因為大約 92％的員工工作多年，每周工作超過 50 小時， 被認為是“工作狂”。

　2015 年初，統(tǒng)計數據表明，羅馬尼亞每周平均工作時間 為 40.4 小時，低于土耳其，土耳其排在第一位，平均每周工作 51.4 小時。。

　總的來說，我們發(fā)現，自 2008 年以來，羅馬尼亞的工作時間總體上呈下降趨勢（歐盟統(tǒng)計局，2016）。此外，就兼職員工而言也是如此。在這一類別中，羅馬尼亞位列第三，平均每周工作時間為 23.6 小時，與 2008 年相比，當時我 國排在第一位，平均每周工作時間總計 24.6 小時（歐盟統(tǒng)計局，2016）。

　正如我們所知道的那樣，職業(yè)發(fā)展不再需要留在同一個組織中。這個想法

　并不新鮮，但直到最近，人們才開始關注這個問題，這些數字變得令人擔憂。造成這種現象的原因是多方面的。睿仕管理顧問公司在 2015 年進行的一項調查揭示了員工改變工作決定的幾個最根本的原因：減少或限制業(yè)務（54％）；新的機遇和挑戰(zhàn)（30％）；他們工作的組織管理不善（25％）；與管理層的關系不當 （22％）；改善工作與生活的平衡（21％）；缺乏對個人業(yè)績的認可（21％）；更高的薪水（18％）；更好地協(xié)調組織和個人價值（17％）；個人能力與組織要求不兼容（16％）；公司的財務不穩(wěn)定（12％）（Cuddapah- Locraft，Jennifer，2015）。

　但是，換工作并不是一個簡單的操作。這就需要適應和組織一體化，這是一個復雜的過程，在文獻中稱為“職業(yè)化”。隨著職業(yè)化的發(fā)展，員工將面臨另一個過程，即社會化的過程（Painisoara，Georgeta，2005）。通過加入這兩個 過程（組織社會化和職業(yè)化），可以實現組織一體化，這是管理層所期望的結果。一體化意味著組織社會化的發(fā)展和職業(yè)化的發(fā)展（兩者沒有不同的時間期限， 而是同時發(fā)生）（Sibunruang，Hataya，2016）。這兩個方面的存在，即專業(yè)化和社會一體化，要求在組織中制定和應用符合要求的一體化方法 （Zacher，Hannes，2014）。還需要得到人力資源部門和直接管理的支持。

　3. 關于員工對職業(yè)生涯認知的研究

　在本研究中，我們使用了一份在線問卷，向我們提供了受訪者（來自羅馬尼亞的員工）對改變其個人生活的決定的看法的信息。

　調查共包括 32 個問題，其中 6 個針對受訪者了解其職業(yè)道路的指標，4 個涉及受訪者對勞動力市場的看法，5 個反映職業(yè)生活的變化，3 個反映工作與生活的平衡，4 個涉及國外的職業(yè)機會，5 個涉及職業(yè)成功和創(chuàng)業(yè)的可能性，其余則針對個人信息。

　這些問題被放在 Google Drive 中，在數據庫中注冊并在研究中解釋了前 150 個答案。

　這次調查的參與者的主要特點是：年齡（在 18 歲至 30 歲之間），教育程度

�。ù蠖鄶凳芙逃�程度高），就業(yè)和性別（女性占主導地位））。我們得出了一些結果，如下所示：

　——有大量年輕員工（66％）希望改變工作

　受訪者認為，他們與組織的關系不應該是長期的：30%的受訪者認為可以在 3 至 4 年后作出改變，而 59%的受訪者認為可以在 1-2 年后作出改變。

　 圖 2.對改變工作的渴望

　——工作變化受許多因素的影響

　有趣的是，很多受訪者（87％）在決定換工作時指責工作單調，缺乏前瞻性。此外，其中 61％的人將換工作的決定與加班工作或與同事的關系（46％）

　聯(lián)系起來。加班和工作量解釋了為什么換工作的決定與工作和生活的平衡密切相關。77%的受訪者表示，當他們決定換工作時，個人生活對他們非常重要。

　圖 3.影響換工作決定的因素

　 圖 4.個人生活在擇業(yè)中的重要性

　——職業(yè)與滿足感相關，而并非犧牲

　在我們的受訪者中，用個人犧牲換取職業(yè)的想法是站不住腳的，60%的人不同意這種看法。

　 圖 5.職業(yè)生涯中個人犧牲的可能性

　——員工沒有正確了解勞動力市場的變化

　當然，你應該期望所有積極換工作的年輕人都能很好地了解勞動力市場上正在發(fā)生的事情。事實上，情況并非如此：只有 4%的受訪者表示他們非常了解情況，37%的人了解情況，55%的人有一點或根本不了解情況。然而，受訪者對勞動力市場的變化普遍感到不滿和不信任（74%的人認為這些變化太小或根本不利于員工）。這種情況可能是分析的一個有趣的主題。我們應該保留，離職的決定更多地是基于微觀、個人和主觀判斷，而忽視了那些長期存在的復雜問題, 其中包括羅馬尼亞勞動力市場的平衡。的確，這一行動的障礙可能是該地區(qū)信息的稀缺。

　——員工認識到個人職業(yè)生涯規(guī)劃的價值，他們有自己的模式可以遵循

　大多數員工（91％）認識到職業(yè)生涯規(guī)劃的實用性，他們在做出有關他們的工作的決策時，制定了這樣一種工具（63％），并在很大程度上依賴于它 （55％）。通常（60%），他們要遵循的模式是：

　 圖 6.職業(yè)生涯模式的存在

　——員工正在考慮國外的職業(yè)，有更多的變化才能取得成功

　首先，50%的受訪者認為成功主要來自國外，而非羅馬尼亞，這一事實應該引起人們的關注。如果我們考慮到，在上述類別中，有 48%的人打算按照他們所服務的公司的決定出國，情況就沒那么糟糕了。我們還應該指出，在經歷了國外的工作之后，許多人希望回到羅馬尼亞。離開羅馬尼亞的困難來自于與家人和朋友的關系(74%)以及這里提供的機會。

　 圖 7.留在羅馬尼亞的原因

　關于創(chuàng)業(yè)機會，我們注意到超過 50％的受訪者有興趣開創(chuàng)自己的企業(yè)：

　圖 8.創(chuàng)業(yè)興趣

　 4. 結論

　當然，經濟和社會環(huán)境的變化正在改變員工對工作和組織的行為和態(tài)度。這就是為什么管理者關心的是要了解明天的員工情況，并且有辦法吸引和留住他們需要的人才。我們的研究討論了一群年輕員工的觀點，他們大多是高等教育畢業(yè)生。收集到的信息揭示了有趣的趨勢，并對人力資源管理人員的優(yōu)先行動提出了建議。

　我們的研究雖然由于員工人數少，特別是受訪者（主要是高等教育畢業(yè)生）

　的教育水平而受到限制，但強調了一些觀點，這些觀點可以在年輕和受過教育 的員工中進行推廣，而不必擔心出錯：年輕人找不到與他們工作的公司建立長 期關系的正當理由；他們中的大多數人都把職業(yè)生涯作為去國內外的各種組織 的一條路線規(guī)劃；大多數受訪者依賴于職業(yè)規(guī)劃，即使他們在必要時改變職業(yè) 規(guī)劃；員工通常根據幾個利益標準(其中一些合乎邏輯且易于遵循的，另一些則非常具體、主觀或個人的)做出改變工作的決定；員工越來越關注工作與生活之間的平衡；未來的員工將對歐洲職業(yè)或全球職業(yè)的想法非常開放(即使這意味著在一段有限的時間內)。

　在與這類候選人或員工接觸時，人力資源管理者應該使用適當的方法（定義工作、招聘、培訓、評估、激勵和晉升），以確定他們與組織的關系更密切。鑒于他們可以輕松量化高離職率的缺點，預計各組織會主動采取行動。然而， 我們認為，如果員工僅從表面上看待他們與公司的關系，把職業(yè)視為一種義務而不是發(fā)展的源泉，那么員工就會離職。

　我們打算繼續(xù)研究員工對自己職業(yè)生涯的看法，目的是在理論領域和商業(yè)領域傳播對這些觀點的解釋，以便為公司和未來員工提供完整的信息。

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