| ACKNOWLEDGEMENTS | 第4-5页 |
| ABSTRACT | 第5页 |
| 摘要 | 第6-7页 |
| LIST OF ABBREVIATIONS | 第7-18页 |
| Chapter One Introduction | 第18-24页 |
| 1.1 Research Objectives | 第18-19页 |
| 1.2 Research Significance | 第19-21页 |
| 1.3 Research Content | 第21-22页 |
| 1.4 Data Collection and Research Methods | 第22-23页 |
| 1.5 Summary | 第23-24页 |
| Chapter Two Literature Review | 第24-42页 |
| 2.1 Overview | 第24-25页 |
| 2.2 Theoretical review of turnover | 第25-33页 |
| 2.2.1 Voluntary concept | 第26-27页 |
| 2.2.2 Turnover intention | 第27页 |
| 2.2.3 Turnover cost | 第27-28页 |
| 2.2.4 Turnover damage | 第28-29页 |
| 2.2.5 Stress and stressors | 第29-30页 |
| 2.2.6 Stress outcomes | 第30-31页 |
| 2.2.7 Stress management | 第31-33页 |
| 2.3 Theoretical review of retention | 第33-41页 |
| 2.3.1 Motivation Theory Introduction | 第33-35页 |
| 2.3.2 Leader-member Exchange Theory (LMX) and Perceived SupervisorSupport (PSS) | 第35-38页 |
| 2.3.3 Job Satisfaction | 第38-41页 |
| 2.4 Summary | 第41-42页 |
| Chapter Three Case Study Profile | 第42-71页 |
| 3.1 J Company background information | 第42-44页 |
| 3.1.1 J company operation overview | 第42-43页 |
| 3.1.2 J company revenue overview | 第43-44页 |
| 3.2 J Company workcell model introduction | 第44-50页 |
| 3.2.1 Workcell model definition | 第44-45页 |
| 3.2.2 Workcell organization in J company | 第45-46页 |
| 3.2.3 Function manager responsibility | 第46-48页 |
| 3.2.4 Workcell model advantages and disadvantages | 第48-50页 |
| 3.3 EMS business overview and competition strategy | 第50-53页 |
| 3.3.1 EMS business overview | 第50-52页 |
| 3.3.2 J company’s competition strategy | 第52-53页 |
| 3.4 Planning process map | 第53-55页 |
| 3.5 Planning functions and responsibilities | 第55-62页 |
| 3.5.1 Demand planner job requirements | 第56页 |
| 3.5.2 production planners job requirements | 第56-57页 |
| 3.5.3 Shipping planners job requirements | 第57页 |
| 3.5.4 ECN coordinator job requirements | 第57-58页 |
| 3.5.5 Planning daily tasks | 第58-61页 |
| 3.5.6 Planning tools and on line courses | 第61-62页 |
| 3.6 Planning team turnover | 第62-71页 |
| 3.6.1 Planning service period | 第62-64页 |
| 3.6.2 Planning staff turnover in J company | 第64-66页 |
| 3.6.3 Planning team leader turnover in J company | 第66-68页 |
| 3.6.4 Planning staff turnover negative impacts in J company | 第68-69页 |
| 3.6.5 Summary | 第69-71页 |
| Chapter Four Data Analysis Findings | 第71-91页 |
| 4.1 Quantitative analysis - data collection through questionnaires on Plannerworking hours | 第71-79页 |
| 4.1.1 Questionnaire introduction | 第71-74页 |
| 4.1.2 Data analysis from questionnaire feedback | 第74-77页 |
| 4.1.3 Major findings of planning staff turnover from questionnaire dataanalysis | 第77-79页 |
| 4.2 Major findings of planning staff turnover from qualitative analysis basedon staff interviews | 第79-91页 |
| 4.2.1 Findings on the reasons of planning staff turnover in J company | 第81-88页 |
| 4.2.2 Findings on the sources of planning talent pool in J company basedon staff interviews | 第88-89页 |
| 4.2.3 Summary on qualitative analysis based on staff interviews | 第89-91页 |
| Chapter Five Conclusion and Limitations\ | 第91-112页 |
| 5.1 Recommendations on coping strategies of planning staff retention | 第91-110页 |
| 5.1.1 Negative impacts of planning staff turnover to entail the formulationof planning staff retention strategies | 第91-93页 |
| 5.1.2 Appropriate workload | 第93-96页 |
| 5.1.3 Rewards and recognition | 第96-101页 |
| 5.1.4 Perceived supervisor support | 第101-107页 |
| 5.1.5 Environment improvement | 第107-109页 |
| 5.1.6 Summary | 第109-110页 |
| 5.2 Limitations and further study suggestions | 第110-112页 |
| REFERENCE | 第112-114页 |
