G公司成作为一家婚庆行业头部的综合性婚庆文化产业公司，G公司总部共45家门店共拥有婚礼顾问有388人，婚礼策划师291人。企业在人才竞争激烈的环境下，G公司婚礼策划员工流失问题十分突出，近年来的离职率超过30%。因此，有针对性的研究婚庆企业员工离职问题，降低婚礼策划员工离职率，有十分重要的研究价值。

本文借鉴了Price-Mueller（2000）模型，结合三因素理论，根据研究需要稍作调整。归纳总结离职的个人因素、工作因素、组织因素、社会环境因素四方面。采用文献研究法、访谈与问卷相结合的调查分析法。对G公司已离职的策划岗位员工进行访谈，对在职的策划岗位员工发放问卷。综合分析了婚庆企业策划师离职意向的主要影响因素，并针对分析结论给出相应的改进措施，帮助公司解决员工离职问题，优化人员管理体系，为提高该行业策划师的稳定性提供一定的参考价值。

根据前文的访谈及数据分析得出，得出G企业策划员工离职率较高的原因：（1）从工作因素角度分析：一是工作强度高压力大，二是工作内相对单调，三是工作自主性比较差。（2）从组织因素维度分析：一是薪酬机制不完善、不均衡；二是职业发展路径单一，发展受限；三是培训满意度不高。（3）从社会环境因素维度分析：一是外部机会多，二是亲属责任方面，社会对本职业的认可度一般。（4）从个人因素维度分析：员工年龄、工作年限、职位职级与离职一定程度上成负相关关系，学历与离职意愿成正相关关系，非本地户籍，未婚未育等属于不稳定性因素。但个体的外在差异无法改变影响组织，因此个人因素不是研究重点。

在总结和归纳策划员工离职意向主要影响因素的基础上，本文主要从四个维度给出解决方案：（1）企业应提高组织因素管理水平，一是建立科学公平的薪酬体系，二是完善晋升机制，提供科学的职业生涯规划，三是优化培训内容与方法；（2）企业要增强工作因素管理力度，采取多种措施，包括缓解工作压力、给予适当的工作自主权以及丰富工作内容，以避免工作单调性。（3）企业要强化对个人因素的关注。把握好策划员工特点，针对女性员工、外地籍贯员工等特性，通过开展活动与福利保障等手段降低离职率。

As a leading comprehensive wedding culture industry company in the wedding industry, Company G has a total of 388 wedding consultants and 291 wedding planners in its headquarters and 45 stores. In the environment of fierce competition for talents, the problem of employee turnover of wedding planning in Company G is very prominent, and the turnover rate has exceeded 30% in recent years. Therefore, studying the employee turnover issue of wedding enterprises and finding ways to reduce the turnover rate of wedding planning employees holds immense theoretical and practical importance.

This study draws on the Price-Mueller (2000) model, combines the three-factor theory, and slightly adjusts it according to the research needs. Summarize the four aspects of personal factors, work factors, organizational factors, and social environment factors of resignation. The literature research method, interview and questionnaire combination survey analysis method were used. Company G was interviewed with employees in planning positions who had left the company, and questionnaires were sent to current planning employees. The main influencing factors of the departure intention of wedding enterprise planners are comprehensively analyzed, and corresponding improvement measures are given according to the analysis conclusions, which can help the company solve the problem of employee departure, optimize the personnel management system, and provide certain reference value for improving the stability of planners in the industry. Through interviews and data analysis, the reasons for the high turnover rate are as follows:

Based on the interview and data analysis, it can be concluded that the reasons behind the departure of G enterprise's planning employees are as follows:

Firstly, the work intensity is high and the pressure is high, the second is relatively monotonous in the work, and the third is the work autonomy is relatively poor; Secondly, from the perspective of organizational factors: first, the salary mechanism is imperfect and unbalanced, second, the career development path is single, development is limited, and third, training satisfaction is not high; Moreover, from the perspective of social environmental factors: first, there are many external opportunities, and second, the society's recognition of the profession in terms of kinship responsibilities is average; Finally, from the perspective of personal factors, the age, working years, position and rank of employees are negatively correlated with resignation, education and willingness to leave are positively correlated, non-local household registration, unmarried and childless and other unstable factors. However, external differences in individuals cannot change the impact of tissue, so individual factors are not the focus of research.

To address this issue, wedding enterprises must prioritize enhancing their organizational management. Firstly, they should establish a fair and scientific salary system, followed by improving promotion mechanisms, and providing employees with scientific career planning opportunities, and third, optimize training content and methods; Secondly, enterprises should strengthen the management of work factors, one is to relieve work pressure through various ways, the other is to give employees appropriate work autonomy, and the third is to enrich the work content and avoid monotony of work; Finally, companies need to pay more attention to personal factors. We will grasp the characteristics of planning employees, and reduce the turnover rate through activities and welfare protection for female employees and employees from other countries.