[雙語翻譯]人力資源外文翻譯—年輕員工的離職率——人力資源管理面臨的挑戰(zhàn)（原文）

1、PROCEEDINGS OF THE 10th INTERNATIONAL MANAGEMENT CONFERENCE “Challenges of Modern Management“, November 3rd-4th, 2016, BUCHAREST, ROMANIA THE TURNOVER RATE OF YOUNG EMPLOYEES – A CHALLENGE FOR HRM Alecxandrina DEACONU1

2、 Lavinia RASCA2 Cristian-Gabriel CELAREL3 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

3、 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 abl

4、e 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-bala

5、nce, turnover rate JEL CLASSIFICATION: M59 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 em

6、ployee 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 i

7、nsertion 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 pow

8、erfully 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 th

9、at 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 adapta

10、tion 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 leav

11、e 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 g

12、uide 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

13、 to be grounded on the conclusions of a holistic analysis of their advantages and disadvantages. 1 Bucharest University of Economic Studies, Romania, alecxandrinadeaconu@gmail.com 2The Institut of Business and Public Ad

14、ministration in Bucharest, laviniar@asebuss.ro 3Bucharest University of Economic Studies, Romania, cristian.celarel@gmail.com 316PROCEEDINGS OF THE 10th INTERNATIONAL MANAGEMENT CONFERENCE “Challenges of Modern Manageme

15、nt“, November 3rd-4th, 2016, BUCHAREST, ROMANIA The relationship between personal life and professional one is represented below: Figure 1. Work-life balance Source: Adapted from Hess, Narelle, 2011 The interest for the

16、 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

17、2008 it was mentioned 1674 times. (Worklifebalance.ro) 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

18、 a support for the conflict resolution in which professional and personal life can be increasingly often found. (Worklifebalance.ro) Each individual, even he is between 20 and 35 years old and is very focused on build

19、ing 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, s

20、ince, 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 o

21、f 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

22、. (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 fi

23、rst 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 unti

24、l 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 th

25、e 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

26、 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 ca