A公司作为互联网行业的一员，通过短短的几年时间，业务规模不断地扩大，形成了如今较好的市场地位。然而，A公司在高速发展的过程中，不可避免地遇到了运维员工流动的问题，如何探究A公司运维人员离职成因并给出相应的对策建议至关重要。通过本文的研究主要得到以下结论：

A公司离职成因访谈调查。选取2018-2019年已离职的运维人员28人，访谈提纲中主要是基于固定的问项来了解离职人员的内心想法从个人因素、组织因素、外部环境因素三个方面调查导致他们离职的原因。由表可以直观地看出，离职原因中，组织因素所占的比例高达54.17%，个人因素占比27.08%，而环境因素则为18.75%。

离职影响因素的实证分析。选取薪资满意度、学习培训、个人能力、工作压力、晋升通道、职业发展角度、工作满意度等7个自变量；是否有离职意向为因变量。7个影响要素中职业发展、薪资满意度和工作压力三者在离职意向的影响具有显著性。其余变量对离职意向的影响均不显著，可以看出工作压力、薪资满意度、职业发展角度是导致员工离职的主要影响因素。其中工作压力对离职意向呈显著正向影响，表明因为目前工作压力带来的负面影响较大，导致员工离职意向增强，薪资满意度、职业发展角度对离职意向呈显著负向影响，表明对目前薪资满意度的认可度越高，离职意向越低，对目前职业发展角度认可度越高，离职意向越低，这说明薪资满意度、工作压力、职业发展是导致A公司运维人员离职最主要的原因。主要体现在薪资报酬不均衡、工作压力大、职业发展受限。

要缓解运维人员高离职率的问题，对于薪酬部分建议提高薪资水平，对外提高薪酬竞争力，对内建立公平薪酬体系，取消以上一家单位的薪酬作为本企业起薪的标准。对于缓解工作压力，主要通过创造健身环境，鼓励社交等多项措施来解决。对于员工职业发展规划的建议，主要通过两个措施来进行：搭建职业规划咨询平台给予迷茫的员工引领，同时设立技术与管理相结合的双通道升职晋升机制，为一直想从事技术领域的员工设立从初级工程师到技术专家界别的不同路径，为有志于走向管理岗位的员工设立人才储备计划，并积极地为其中的优秀人才在新项目新任务中提供锻炼的机会。

As a member of the Internet Industry, A Company has continuously expanded its business scale in a few years, the company has a higher market share today. However, during its rapid development, A Company inevitably encounters the problems of high turnover of operation and maintenance staffs. Therefore, it is crucial to investigate the root causes of the resignation of operation and maintenance personnel in A Company and provide corresponding countermeasures and proposals. Through the research in this paper, following conclusions are mainly obtained:

Interview investigation on the root causes of dismission of A Company. Twenty-eight operation and maintenance personnel who resigned in 2018 to 2019 were selected. The interview outline was mainly based on fixed questions to understand the inner thoughts of the resigned personnel and investigate the reasons for their resignation from three aspects: personal factors, organizational factors, and external environment factors. It can be intuitively seen from the table that organizational factors account for 54.17%, personal factors account for 27.08%, and environment factors account for 18.75% of the reasons for resignation.

Empirical analysis of influencing factors of turnover. Seven independent variables including salary satisfaction, learning and training, personal ability, work pressure, promotion channel, career development perspective, and job satisfaction were selected; whether there was intention to quit was the dependent variable. Among the seven influencing factors, career development, salary satisfaction and work pressure have a significant influence on turnover intention. The remaining variables have no significant impact on turnover intentions. It can be seen that work pressure, salary satisfaction, and career development perspectives are the main factors influencing employee turnover. Among them, work pressure has a significant positive impact on turnover intentions, indicating that the current work pressure has a greater negative impact, resulting in increased employee turnover intentions. Salary satisfaction and career development perspectives have a significant negative impact on turnover intentions, indicating that the current The higher the recognition of salary satisfaction, the lower the intention to quit. The higher the recognition of the current career development angle, the lower the intention to quit. This shows that salary satisfaction, work pressure, and career development are the main reasons for the departure of A company's operation and maintenance personnel. s reason. It is mainly reflected in unbalanced salary, high work pressure and limited career development.

To alleviate the problem of high dismission rate of operation and maintenance personnel, it is suggested to raise the salary level so as to improve the salary competitiveness externally, establish a fair salary system internally, and cancel the salary of the above unit as the starting salary standard of the company. To alleviate the work pressure of staff, the company can create a fitness environment and encourage social interaction. For staff career development planning advice, mainly carried out by two steps: setting up a career planning consultation platform for lost lead employees, at the same time setting up a combination of technology and management of dual channel promotion mechanism, which provides different paths for junior engineers to technical experts if they always want to keep engaging in the technical field; which also sets up a talent pool plan for employees who are interested to management positions, and actively provides opportunities for the outstanding talents to exercise in new projects and tasks.