發(fā)布時間：2018-03-18 18:52

  本文選題：奧托立夫公司　切入點：物流人員　出處：《吉林大學》2017年碩士論文　論文類型：學位論文

【摘要】：長春奧托立夫汽車安全系統(tǒng)有限公司是由總部瑞典奧托立夫投資組建的外商獨資企業(yè),公司成立于2002年6月,是以制造安全帶、安全氣囊為主要產(chǎn)品的知名汽車零部件企業(yè)。長春奧托立夫公司物流人員的職能是100%滿足客戶交付。這就要求從供應商到奧托立夫公司再到客戶整個供應鏈的無縫連接,從接收客戶訂單到采購原材料、組織生產(chǎn)出成品直至最后發(fā)送運輸?shù)娇蛻�。長春奧托立夫公司供應商橫跨國內(nèi)外歐美19個國家和地區(qū),客戶包括現(xiàn)在國際國內(nèi)一流品牌如大眾、奔馳、寶馬、長城汽車等。物流人員承載著奧托立夫公司信息流和實物流的運作。長春奧托立夫公司的銷售行為完成得如何,客戶滿意度如何,物流人員起到了至關重要的作用。物流屬于人員密集型崗位,從業(yè)人員工作強度高,時間緊,在滿足準時化供貨中提供了有力保障。每一個新項目的投放和更改,都離不開物流人員的參與。長春奧托立夫公司物流人員,雖說很重要,但是明顯沒有得到足夠的重視。本文先是描述了長春奧托立夫的物流人員的現(xiàn)狀。目前長春奧托立夫基層人員沒有職業(yè)規(guī)劃,大部分物流人員對職業(yè)前景迷茫、無奈,只好安于現(xiàn)狀,得過且過,沒有什么積極性。少部分員工有發(fā)展的愿望但是沒有機會,物流人員工作5年左右的人比比皆是,大多數(shù)仍然還是普通員工。雖然公司每年都會在績效評估時會涉及到未來職業(yè)發(fā)展,但是基本上是雷聲大雨點小,沒有落在實處。工作績效評估對于職業(yè)生涯管理,沒有參照意義,無法為員工職業(yè)生涯管理提供改進依據(jù)。其次總結了長春奧托立夫公司職業(yè)生涯管理存在的主要癥結。一是公司全員缺乏職業(yè)生涯管理知識,二是物流人員在單軌制通道下,職業(yè)生涯發(fā)展受限。普通員工對于公司滿意度和忠誠度不高,無法實施職業(yè)生涯規(guī)劃管理。再次發(fā)掘了奧托立夫職業(yè)生涯管理為何存在問題:一是崗位設置僵化,二是招聘沒有前瞻性,三是培訓目標不明確,沒有針對性,四是薪酬福利結構單一,五是績效考核過于簡單。具體表現(xiàn)就是公司管理不重視物流人員職業(yè)生涯規(guī)劃,各級領導沒有意識職業(yè)生涯管理的重大意義--實施職業(yè)生涯管理對于提高公司效率,留住人才,增強企業(yè)競爭力,為持續(xù)發(fā)展提供動力。最后給出了建立職業(yè)生涯管理體系基礎上的晉升雙軌制通道解決方案。闡述了職業(yè)生涯管理的重要意義,通過“施恩職業(yè)錨理論”、“霍蘭德職業(yè)興趣理論”和“格里豪斯職業(yè)生涯階段理論”對物流人員實施職業(yè)生涯設計。依據(jù)每個物流人員的具體情況提供適合的職業(yè)生涯方案;依據(jù)職業(yè)生涯不同階段實施分別管理。在員工入職后伴隨整個工作生涯,通過七個原則和5個步驟,實現(xiàn)雙軌制職業(yè)通道和輪崗計劃。讓員工和企業(yè)在職業(yè)生涯管理方案優(yōu)化中取得雙贏。公司管理層的支持和具體實施細則是職業(yè)生涯管理方案落地實施的保障。
[Abstract]:Changchun Otoliff Automotive Safety system Co., Ltd. is a wholly foreign-owned enterprise invested by the head office of Otoliff, Sweden. The company was established in June 2002 to manufacture seat belts. The function of logistics personnel of Changchun Otoliff Company is to satisfy customer delivery in 100%. This requires seamless connection from supplier to Otoliff Company to customer's entire supply chain. From receiving customer orders to purchasing raw materials, organizing the production of finished products until final delivery to customers. Changchun Otoliff suppliers span 19 countries and regions in Europe and the United States, including the current international and domestic first-class brands such as Volkswagen. Mercedes-Benz, BMW, the Great Wall, etc. Logistics personnel carry the operation of the information flow and physical flow of Otoliff. How did Changchun Otoliff complete its sales behavior and customer satisfaction? Logistics personnel play a vital role. Logistics is a labor-intensive position with high working intensity and tight time. It provides a strong guarantee to meet the requirements of just-in-time supply. Every new project is put in and changed. Logistics personnel are inseparable from the participation of logistics personnel. Changchun Otoliff logistics personnel, although very important, But obviously not enough attention. This paper first describes the current situation of the logistics personnel in Changchun Otoliff. At present, there is no career planning for the basic level personnel in Changchun Otoliff. Most logistics personnel are confused about the career prospects and helpless. We have to settle for the status quo, muddle by, and have no enthusiasm. A small number of employees have the desire to develop but have no chance. People working in logistics for about five years are everywhere. Most of them are still ordinary employees. Although the company will be involved in the future career development in performance appraisal every year, it is basically a lot of thunder and rain, but not in practice. Job performance evaluation for career management, There is no reference meaning, can not provide the improvement basis for the staff career management. Secondly, summarized the main sticking point of career management in Changchun Otoliff Company. One is the lack of knowledge of career management in the whole company. Second, under the monorail system, the career development of the logistics personnel is limited. The satisfaction and loyalty of the ordinary employees to the company are not high. The reason why Otoliff's career management exists again: first, the position setting is rigid, the second is that the recruitment is not forward-looking, the third is that the training goal is not clear, and there is no pertinence. Fourth, the salary and welfare structure is single, and the fifth is that the performance appraisal is too simple. The specific performance is that the company management does not attach importance to the career planning of logistics personnel. Leaders at all levels are not aware of the great significance of career management-the implementation of career management can improve the efficiency of companies, retain talents, and enhance the competitiveness of enterprises. Finally, the paper gives a solution to the dual track path of promotion based on the establishment of career management system, and expounds the significance of career management. Through "Schwann career anchor theory", "Holland career interest theory" and "Griehouse career stage theory" to implement the career design for logistics personnel, according to the specific circumstances of each logistics personnel to provide a suitable career plan; Implement separate management according to different stages of career. Pass seven principles and five steps to accompany the whole work life after the employee enters the job. The dual track career channel and job rotation plan are realized. Both employees and enterprises can obtain win-win results in the optimization of career management scheme. The support of the management and the detailed implementation rules are the guarantee for the implementation of the career management scheme.
【學位授予單位】：吉林大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F272.92;F259.23

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