Small and Medium-Sized Textile Enterprise Employee Turnover Motivation
Research
Xiao-dong Li 1, Xi-yuan Li 1
1
Economics and Management school of Wuhan University,Wuhan,China
(xyliwhu@126.com)
Abstract - Due to the special industry nature, small and
medium-sized textile enterprise capital strength limits their
lack of attraction on competitive salary of medium and
small-sized enterprises compared to large enterprises and
institutions, and staff turnover frequently. The massive
employee turnover for small and medium-sized textile
enterprise brought harm is self-evident. This paper studies
small and medium-sized textile enterprise employee turnover
drivers,in order to find out influence factors, analysis
reasons, and give Suggestions and countermeasures,
reducing employee turnover rate and improve the
competitiveness of small and medium-sized textile
enterprises.
Key words - small and medium-sized textile enterprise,
employee turnover, salary
I. THE PROBLEM PUT FORWARD
Enterprise staff's proper flow is reasonable, and is
helpful to enterprise's development. But too often or a lot
of employee turnover will seriously affect the enterprise
development and competitiveness of small and mediumsized enterprises increased, especially for textile industry.
As traditional industries, small and medium-sized textile
enterprises are mostly by family manual mill developed,
low compensation levels, the human resources
management behind, promotion difficulties are
contributed to small and medium-sized textile enterprise
employee turnover rat significantly higher than other
areas. The data shows, small and medium-sized textile
enterprise employees job-hopping phenomena are very
serious, some small and medium-sized textile enterprise
staff turnover amounted to 25%, many enterprises has
been in "recruiting a loss of recruiting" again and again in
a vicious cycle. On the one hand, it increased the human
capital loss and made human costs rise; On the other hand
it made the enterprise the normal production and business
order difficult to maintain, impacted the enterprise
strategic target realization, damaged the enterprise image,
even directly weakened the strength of corporate, took the
company's core technology and market competition
strategy, disrupted enterprise marketing system, broke the
orderly market competition rules and strength. The lack of
talent has seriously restricted the healthy development of
small and medium-sized textile enterprise [1] .
Studies show that private enterprises to keep turnover
in 10% is reasonable, but small and medium-sized textile
enterprises of Jiangsu of employee turnover greatly
exceed the safety excessive liquidity, so the high turnover
rat will inevitably bring harm to the enterprises.
Therefore, the current discussion of small and mediumsized textile enterprise employee turnover motivation and
erosion process, the strengthened enterprise internal
human resource development and management, to
improve the competitiveness of small and medium-sized
textile enterprise has very important practical significance.
II. SMALL AND MEDIUM-SIZED TEXTILE
ENTERPRISE EMPLOYEE TURNOVER INFLUENCE
FACTOR ANALYSIS
A. Research object selection
For learning Jiangsu small and medium-sized textile
enterprise employees flow, we had a special sampling
survey. First we adopted experts’ investigation, gave
questionnaires to five experts, and listened to the expert's
opinion. Then modified questionnaire survey, repeatedly
several times to form the final questionnaire, separately
from the job itself properties, enterprise development and
management of human resources and staff own reason to
summarize five factors affecting employee turnover:
working long hours, bad working conditions, low salary
level, the unfair distribution, employees' lack of career
development opportunities[2]. Then issuing large-scale
questionnaire, through the questionnaire survey to collect
data, and the object is small and medium-sized textile
enterprise employees in Jiangsu. The issuance of
questionnaires were 429 copies, questionnaires 406,
recovery
were
94.63,
eliminated
problematic
questionnaire 9 portions, effective questionnaire totaling
397 copies. Respondents men made up 21 percent, women
made up 79%. According to the results of the survey, 37
percent of employees have changed a unit, 59 percent of
employees have changed more than two units, including
30 percent of respondents have changed three or more
units. Respondents, 77 percent under 30 (excluding 30
years old), 30 years old of above made up 23 percent.
Because they have the advantage of ages as well as most
good education (college or above major in the background
make up 65%), they have enough time and space to seek
more conducive to personal career development of
industries and more profitable post. Relatively, older
employees relative cherish their present jobs more, so the
turnover is smaller. Therefore, in the flow army with a
relatively young age structure, working time also to the
majority of less than 5 years. Research uses multiple
choice, and it can be cross selected. In data processing
results of SPSS," " choose" "represents chosen that
influence factor, "not choose" represents not chosen that
influencing factors.
B. Analysising research result
TABLE I
Small and medium-sized textile enterprise employee turnover influencing factors
Choose
Not
Choose
Choose
Not
Choose
Salary level lowly
Working time
long
Frequency
356
Frequency
Valid
89.7
Percent
Frequency 41
Valid
10.3
Percent
Lack of career
development
opportunities
Frequency 218
Valid
54.9
Percent
Frequency 179
Valid
45.1
Percent
Valid
Percent
Frequency
Valid
Percent
Unfair
distribution
324
81.6
73
18.4
Frequency
Valid
Percent
Frequency
Valid
Percent
287
72.3
110
27.7
Poor working
conditions
Frequency
Valid
Percent
Frequency
Valid
Percent
195
49.1
202
50.
1.Salary level lowly
Textile enterprise labor intensity, working conditions
and wages of the imbalance are the main reasons for
employee erosion. Employee erosion is mainly caused by
the lower salary level ,almost all of the textile enterprise
employees believe. In this research, as many as 89.7%
textile workers chose low levels as their main reasons for
leaving, ranked first factors of employee turnover( as
shown in figure 1 below). This is the reason why small
and medium-sized textile enterprises are hard to hire highlevel personnel, and it is also the reason why enterprise
internal highly educated staffs lose. Productive employees
compared with the knowledge staff with degrees, the
wage levels appears more low, and many enterprises
workers salaries at the production line are less than the
local minimum wage standard [3]. So the loss of
manufacturing employees is more seriously. At present,
the competitive salary is still an important condition
attracting applicants. Compared with other industries,
underdog wages have being the main obstacles of
restricted the whole cotton enterprise to attract and retain
talents.
2.Working time long
Backward production equipment made medium and
small-sized textile enterprise only can by extending the
working time of the employees to obtain profits, working
time is not sure, working overtime is frequently [4]. Now
the younger generation of employees compared to the
older employees have two generations' stress. They
emphasize their quality of life, and they are more willing
to spend their time in enriching themselves or
entertainment etc.
3.Unfair distribution
If employee’s input can not get fair return the staff will
lower job satisfaction and organizational commitment to
satisfy the coordination on subjective perception of
fairness. Because of current our country cotton enterprise
take salary allocation plan by different ranks, so "the
scheme often only works within the same level, and
cannot beyond rank achieve real "distribution according to
work "purposes. People's health awareness enhancement,
the cost of grass-roots staff's inputs organization (hard,
healthy body, experience, etc) evaluation higher and
higher, but they face the distribution of difference and
expectations prosthesis. Therefore the asymmetry of input
and output causing them to drop the job satisfaction and it
will produce a departure tendency. Moreover, in many
small and medium-sized textile enterprise human
resources management
has a lack of performance
assessment, even if it also become a surface form, no real
implement, thus leading to the unfair distribution.
4.Lack of career development opportunities
In today's competitive social environment ,the reason of
the flow of the talents is from high pay to higher levels,
paying more attention to the enterprise working
environment, the construction of culture atmosphere ,and
paying more attention to such personal career
development and their own value realization. At present
the situation of our country textile enterprise employees'
lack of career development opportunity in general can be
classified into three categories: ①Textile industry outlook
is bleak, and enterprise's future is bad; ② Textile
enterprise does not provide training and opportunity to
study; ③No opportunity for advancement.
Most employees think in the 1980s textile industry
experienced the glorious period and now turned into the
sunset industry development stages, compared with other
industries, the profession staff social status is relatively
inferior, lacking professional development prospects, and
personal value difficult to achieve. So there is a lot of
employees outflow the industry, even they don't want to
involve into this industry. Currently most textile
enterprise leaders advocate compression training costs and
the enterprise is not willing to invest in the practice of
staff have made the people who have growth intend and
the potential talents are gradually lost.
From the current situation, because of our country
textile serious enterprise personnel fluidity, lack of longterm talent reserve consciousness, enterprise lacking
internal selection confidence [5]. Once having free
position, they would be more to consider the external
recruitment, or family personnel, which reduce the
internal promotion for left-behind enterprise employees’
future income expectations, causing loss motives.
III. Countermeasures and Suggestions
A. Establish and perfect the reasonable effective
compensation system
Salary is always the important factors affecting
employees flow. To solve the problem of unfair
distribution within the organization should firstly
eliminate distribution system completely according to
rank set paid. In recent years the salary system reform of
broadband salary can provide a new thinking for solving
this problem to [6]. The performance of broadband salary
is ability instead of comparing organizational levels,
improving the internal team compared the relative
fairness. Broadband salary reward for system applies to
"flattening" organization. The small mom-and-pop mode
of textile enterprises destined to its organizational
structure of relative "flattening", less rank, making the
same rank salary increased and floating range with higher
level and overlap again. It makes performance outstanding
ordinary employees have a chance to get at the next
higher level than his salary, so as to achieve more in the
true sense of distribution according to work". Solved the
problem of unfair distribution, in a certain extent, is
relatively raised some outstanding staff salary level.
B. Improve production efficiency
In small and medium-sized textile enterprises, we can
through some methods, such as improving production
equipment, establishing and perfect the performance
appraisal system, use the advanced management to
improving production efficiency and shorten the
employee time. Cutting employee's work time, in strict
accordance with the provisions of the state work time.
Through improving production equipment, introducing
new production lines and improving the efficiency of
management, so as to improve the production efficiency,
and finally reach the purpose of improving enterprise
operating performance, not simply by extend working
hours of
employees time to improve production
efficiency. Through improving the overall performance of
the small and medium-sized textile enterprises, improve
the management of the enterprise performance, so can
give employee more their own time and improve staff job
satisfaction, can directly reducing employee turnover rate.
C. To improve the working environment and conditions
Production workshop environment is poor, this is
almost all textile enterprise inevitable a problem. The
main reasons causing this phenomenon is production
equipment shortage of funds, but also behind with
management excessive blame it on industry
characteristics, and neglect care about the problem of
employee health. To update the device in enterprise
gradually, at the same time, managers also should do more
comprehensive consideration on labor security system for
employees on the safety and health of the body. Enterprise
does labor safety and hygiene education to employee, to
prevent the accidents at the working process and reducing
occupational hazards. Do regular work hygiene
inspection, and occupational disease prevention and
treatment. Provide employees conforming to the
provisions of the state labor safety and hygiene
conditions, and the necessary labor protection supplies [7].
Opening air conditioning in the restrooms. In each shift
prepare heat-prevention drugs. Provide free cultivated
soup, etc. Enterprise of these efforts will make staff
practically feel enterprise "people-oriented" management
concept, and increase the belonging of enterprise
employees. As long as it can let employees feel enterprise
have been making indefatigable effort in to improve the
working environment and conditions, then it can to a
certain extent reduce employee turnover motives.
D. Encourage employees enterprise internal flow
Enterprise employee turnover is inevitable, but flow
can be divided into internal flow and the external flow
achieve internal flow, encouraging employees through
internal flow to the needs of the enterprise development as
well as employee development. It can reduce the losses
from turnover that instead of internal and external flow.
Small and medium-sized textile enterprise will step by
step from manual mill form, growing up [8]. Along with
the development of enterprises, it can lead to enterprise's
goals and business process changes, the corresponding
working or content change, old and new work is replaced.
Enterprise should base on enterprise development request,
and unifies staff own development demand. First to
encourage the staff in the enterprise internal flow, difficult
to match again in flows between inside and outside [9].
Thus, it can reduce the loss of liquidity, and employees
can better realize the common development of the
enterprise and staff.
E. Development promotion channel, increase training
Small and medium-sized textile enterprise familial
management make it within the "nepotism" relationship
of organization is serious. It makes other staff promotion
difficultly. Staff personal career development cannot be
fulfilled, this is another reason why some outstanding
employees turnover. So small and medium-sized textile
enterprise should change their management concept,
develop enterprise promotion channel, and keep
promotion channel always unobstructed and fair [10].
Maximum play of employee's own potential ability. To
ensure that employees have enough opportunities for
advancement, so that provides job security for the
experienced staff. High promotion opportunity encourage
individuals within the organization career development,
and ensure security of the work and other long-term future
earnings (for example: income, power and status).
Enterprise increases employee training opportunities. It is
to make the employees improve business level and
constantly improves the working ability, and take this to
gain employee's the maximum psychological satisfaction.
IV. CONCLUSION
Excessive liquidity problems exposed employee for
small and medium-sized textile enterprises existence
many disadvantage mainly in human resources
management. Small and medium-sized textile enterprises
should establish modern management idea, and
strengthened enterprise standardization construction.
Small and medium-sized textile company realize the real
cause of the employee turnover according to employee
turnover influence factors, making corresponding
measures. To attract talents and keep talents, incentive
talents, making staff maximum exert its potential and
working for enterprise, enhancing the enterprise overall
competitiveness.
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