發(fā)布時(shí)間：2018-06-06 13:49

  本文選題：人崗匹配 + 任職資格��； 參考：《江西財(cái)經(jīng)大學(xué)》2017年碩士論文

【摘要】：人力資源作為企業(yè)發(fā)展戰(zhàn)略的重要資源之一,對(duì)企業(yè)的發(fā)展戰(zhàn)略和市場(chǎng)競(jìng)爭(zhēng)中起著重要的作用。隨著社會(huì)與經(jīng)濟(jì)的不斷發(fā)展,企業(yè)員工更加關(guān)注個(gè)人職業(yè)生涯的發(fā)展。因此,為了留著和吸引優(yōu)秀的人才,需要更加關(guān)注員工的職業(yè)發(fā)展。對(duì)于企業(yè)而言,企業(yè)之間的競(jìng)爭(zhēng)實(shí)質(zhì)為人才的競(jìng)爭(zhēng),人才競(jìng)爭(zhēng)成為企業(yè)市場(chǎng)競(jìng)爭(zhēng)力的核心要素。本文研究以華泰建工員工職業(yè)發(fā)展管理為研究對(duì)象。通過(guò)全面的分析,發(fā)現(xiàn)華泰建工現(xiàn)階段員工職業(yè)生涯管理存在以下幾個(gè)問(wèn)題:第一,員工缺乏職業(yè)發(fā)展雙通道,員工職業(yè)發(fā)展路徑狹窄;第二,缺乏員工職業(yè)發(fā)展規(guī)劃管理,員工職業(yè)發(fā)展缺乏保障;第三,缺乏有效的人才盤點(diǎn),績(jī)效管理效用不足;第四,培訓(xùn)機(jī)制缺乏針對(duì)性,員工職業(yè)發(fā)展缺乏保障。為了進(jìn)一步提升華泰建工員工職業(yè)管理能力,本文分別公司層面和員工層面出發(fā)。首先從公司層面出發(fā),華泰建工需從以下幾點(diǎn)出發(fā):第一,實(shí)現(xiàn)崗位分級(jí)分類管理,構(gòu)建員工職業(yè)發(fā)展雙通道;第二,構(gòu)建員工職業(yè)發(fā)展任職資格體系,規(guī)范任職資格認(rèn)證管理;第三,加強(qiáng)員工職業(yè)培訓(xùn),提升員工工作能力;第四,構(gòu)建人才盤點(diǎn)體系,動(dòng)態(tài)跟蹤人才發(fā)展?fàn)顩r。從員工層面出發(fā),員工需要加強(qiáng)對(duì)職業(yè)規(guī)劃的認(rèn)識(shí),主動(dòng)規(guī)劃個(gè)人職業(yè)生涯、保持持續(xù)學(xué)習(xí)的動(dòng)力,提升自我的綜合能力與素質(zhì)。為了保障華泰建工員工職業(yè)發(fā)展管理能夠順利實(shí)現(xiàn),本文提出了相對(duì)保障措施,具體如提高高層領(lǐng)導(dǎo)對(duì)員工職業(yè)發(fā)展的重視、建立市場(chǎng)化和能力為導(dǎo)向的薪酬激勵(lì)體系和優(yōu)化績(jī)效管理體系,保障人才盤點(diǎn)的效果等。本文研究在一定程度上有助于進(jìn)一步優(yōu)化華泰建工人力資源管理體系,通過(guò)完善員工職業(yè)生涯管理體系提升員工的工作能力和滿意度,實(shí)現(xiàn)人力資源管理支撐公司發(fā)展戰(zhàn)略的管理目標(biāo)。同時(shí)本文研究也為同行業(yè)相關(guān)企業(yè)員工職業(yè)發(fā)展規(guī)劃管理提供借鑒意義。
[Abstract]:As one of the important resources of enterprise development strategy, human resource plays an important role in enterprise development strategy and market competition. With the development of society and economy, employees pay more attention to the development of personal career. Therefore, in order to retain and attract talented people, we need to pay more attention to the career development of employees. For enterprises, the essence of competition between enterprises is the competition of talents, talent competition has become the core element of the market competitiveness of enterprises. In this paper, Huatai construction workers career development management as the research object. Through a comprehensive analysis, it is found that there are several problems in the career management of Huatai Construction Engineering at the present stage: first, the staff lack of dual channels of career development, and the path of staff career development is narrow; second, the lack of staff career development planning management, Third, the lack of effective talent inventory, the effectiveness of performance management is insufficient; fourth, the lack of targeted training mechanism, staff career development lack of security. In order to further enhance the professional management ability of Huatai construction workers, this paper starts from the company level and employee level. First of all, from the company level, Huatai Construction Engineering should start from the following points: first, to achieve job classification management, to build dual channels of staff career development; second, to build the qualification system of employee career development. Standardize the management of qualification certification; third, strengthen the staff vocational training, improve the working ability of employees; fourth, build a talent inventory system, dynamic tracking of talent development. From the staff level, employees need to strengthen their understanding of career planning, actively plan their personal career, maintain the motivation of continuous learning, and improve their comprehensive ability and quality. In order to ensure that the management of the career development of Huatai construction workers can be realized smoothly, this paper puts forward the relative safeguard measures, such as enhancing the attention of the senior leaders to the employees' career development. Establish a market-oriented and capability-oriented salary incentive system and optimize the performance management system to ensure the effectiveness of talent inventory. To some extent, this study will help to optimize the human resource management system of Huatai Construction Engineering, and improve the work ability and satisfaction of employees through the improvement of career management system. Achieve human resource management to support the company's development strategy management objectives. At the same time, this study also provides reference for the planning and management of employee's career development in the same industry.
【學(xué)位授予單位】：江西財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F426.92

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 梁林海;;企業(yè)員工職業(yè)生涯規(guī)劃探討[J];中國(guó)管理信息化;2016年23期

2 王穎;;論員工激勵(lì)的有效方式及作用[J];商場(chǎng)現(xiàn)代化;2016年28期

3 馬小麗;;企業(yè)短期激勵(lì)與中長(zhǎng)期激勵(lì)薪酬方案設(shè)計(jì)[J];中國(guó)勞動(dòng);2016年21期

4 張璐;胡君辰;吳泳臻;;真實(shí)型領(lǐng)導(dǎo)對(duì)下屬追隨力的影響機(jī)制:信任與領(lǐng)導(dǎo)-成員交換的作用[J];中國(guó)人力資源開(kāi)發(fā);2015年21期

5 趙琛徽;徐何晴;;基于內(nèi)部營(yíng)銷的HRBP模式研究[J];中國(guó)人力資源開(kāi)發(fā);2015年20期

6 李進(jìn);陸露;劉軍;;人力資源管理實(shí)踐與員工創(chuàng)造力:綜述及管理啟示[J];中國(guó)人力資源開(kāi)發(fā);2015年19期

7 劉雅琦;曹霞;王凱;;人力資源多元化管理研究述評(píng)與展望[J];中國(guó)人力資源開(kāi)發(fā);2015年19期

8 李育輝;丁芊文;張鵬;;新生代員工的職業(yè)適應(yīng)性與職業(yè)發(fā)展管理的模型與修訂:基于一家企業(yè)的案例分析[J];中國(guó)人力資源開(kāi)發(fā);2015年18期

9 莫紅云;;關(guān)于員工職業(yè)生涯管理工作的思考[J];經(jīng)營(yíng)管理者;2014年13期

10 董金光;;員工職業(yè)生涯規(guī)劃與企業(yè)發(fā)展的研究[J];現(xiàn)代經(jīng)濟(jì)信息;2013年12期

，

本文編號(hào)：1986781