任何一个企业的发展都离不开一线员工。一线员工不仅是一个企业赖以生存和发展的根基，还是促进企业高质量发展的强大动力，更可以推动企业的跨越式发展。制造业作为中国国民经济的支柱产业，一线员工的数量占了绝大多数。近年来，制造业企业一线员工流动频繁，居高不下的离职率会给企业带来人力和资金等方面的损失，影响企业的可持续发展。如今，一线员工不像以前只看重薪酬，新兴产业的蓬勃发展使得他们更倾向于追求自我发展，包括技能、知识、社会地位等。对于企业来说，留住现有的一线员工，特别是熟练工，已迫在眉睫。

本文以制造型民营企业DSBJ公司为研究对象，介绍了公司的基本概况，分析了一线员工的分布情况、流失情况及带来的损失。一线员工的大量流失给公司带来了较大的挑战，增加人力成本，导致生产效率下降，企业文化建设受损，影响企业形象，对公司的稳步发展带来不利影响。本文利用双因素理论和马斯洛需求层次理论，通过对离职的一线员工开展问卷调查和访谈，对收集的数据进行了分析，确定了公司一线员工流失的因素，主要为薪酬福利缺乏竞争力、绩效考核政策不合理、缺乏学习提升途径、工作生活环境欠佳、企业文化建设乏力、员工人际关系紧张等六个方面。

一线员工流失问题一直以来都是企业界和学术界关注的焦点。本文旨在对这一问题的深入研究，从薪酬福利、职业规划、管理制度、职业培训、企业文化、食宿环境、员工关爱等方面，探讨如何有效控制一线员工流失问题。通过以上各个方面的改进和优化，企业可以有效控制一线员工的流失问题，保证生产运营的稳定，提升企业的竞争力，增强员工的满意度，推动企业的可持续发展。同时，对于一线员工来说，他们可以更清楚地了解自己在公司中的定位和影响力，有助于他们制定长远的职业规划。

The development of any enterprise is inseparable from the front-line employees. Front-line employees are not only the foundation for the survival and development of a company, but also a strong driving force for promoting high-quality development, and can even propel the company's leapfrog development. Manufacturing industry, as the pillar industry of China's national economy, accounts for the vast majority of the number of front-line employees. In recent years, the flow of front-line employees in manufacturing enterprises is frequent, and the high dimission rate will bring losses in human and capital, affecting the sustainable development of enterprises. Nowadays, front-line employees do not only value compensation as before, and the booming development of emerging industries makes them more inclined to pursue self-development, including skills, knowledge, social status, etc. For enterprises, it is urgent to retain the existing front-line employees, especially skilled workers.

This study takes DSBJ, a manufacturing private enterprise, as the research object and introduces the basic situation of the company. It analyzes the distribution, turnover, and losses caused by the front-line employees. The massive turnover of front-line employees poses a significant challenge to the company, increasing labor costs, leading to a decline in production efficiency, damaging corporate culture construction, and affecting the company's image, which brings adverse effects on the steady development of the company. Using the theories of dual-factor motivation and Maslow's hierarchy of needs, this study conducts a questionnaire survey and individual interviews with front-line employees who have resigned. The collected data is analyzed to identify the factors contributing to the turnover of front-line employees in the company. These mainly include: insufficient competitiveness of compensation and benefits, unreasonable performance appraisal policies, lack of opportunities for learning and improvement, poor work-life environment, weak corporate culture construction, and tense employee interpersonal relationships.

The issue of frontline employee turnover has always been a focus of attention in the business and academic communities. This article aims to provide in-depth research on this problem, exploring how to effectively control frontline employee turnover from various aspects such as compensation and benefits, career planning, management systems, professional training, corporate culture, housing and working environment, and employee care. Through the improvement and optimization of these aspects, enterprises can effectively control the turnover of frontline employees, ensure the stability of production and operation, enhance competitiveness, increase employee satisfaction, and promote sustainable development. At the same time, for frontline employees, they can have a clearer understanding of their position and influence in the company, which helps them to develop long-term career plans.

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