Ehance Research Based on The Work of Emotional Experience about Real Estate Agent Sales Staff Loss Countermeasures and Management

• Main Authors: Cheng Zhang, 張成
• Other Authors: 陸洛
• Format: Others
• Language: zh-TW
• Published: 2017
• Online Access: http://ndltd.ncl.edu.tw/handle/27ypey

碩士 === 國立臺灣大學 === 臺大-復旦EMBA境外專班 === 105 === Through continuing economic growth, the competition among enterprises has become the key to its survival and growth. Due to high speed economic growth, the real estate industry has become the darling of the times. At the same time, the real estate industry''s desire for talent is also growing; thus, how to deal the lost of a talent has also become an headache for the management. How to reduce the turnover rate of sales staff, key employees, and high-potential staffs have become the real estate urgent need to solve this problem. In Chapter 2, the author analyzes the present situation of personnel turnover at home and abroad, the theory of personnel flow and the causes of the differences. In Ch3, he analyzes the history of the resignation of Nanjing Jinyue Real Estate Sales Co. and combines with sampling depth interviews of employees, then concludes that: an important factor affecting employee turnover is corporate culture, management system, and whether compensation has positive working attitude and so on. Based on the preliminary conclusions drawn from the analyses on archival data and in-depth interview in Chapters 2 and 3, the author in Chapter 4 proposes four sets of hypotheses on predicting work-related affect and turnover intention for the salespersons in Nanjing Jinyue. The author further uses questionnaire survey to examine these hypotheses and reveals the following findings : 1. What triggers the negative work-related affect of salespersons are work time, how many people they supervise, and salary level relative to industry and within the firm. These factors do not have significant impact on positive affect toward the work. 2. What induce positive work-related affect of salespersons are the characteristics of leaders, such as transactional leadership, the effectiveness of leadership style, person-organization fit, and justice (specifically procedural justice and interpersonal justice). These factors significantly relate to vigor at work. These meaningful findings provide theoretical and empirical guide to the practice of motivating and retaining elite employees. The author then discusses the practical implications of these findings in the context of Nanjin Jinyue company in Chapter 5. The author proposed two sets of suggestions. First is to recruit, select, and socialize the employees as well as improve organizational culture to increase the P-O fit, to improve the procedural and interpersonal justice of firm management system, and to train managers at every level to improve their leadership effectiveness, to induce and enhance positive work-related emotional and affective experience of the sales staff. Second is to improve the management system, redesign the workload, and management range, and improve the compensation system and incentive scheme, to reduce the negative feelings toward the work.