本文選題：發(fā)展戰(zhàn)略 + 人力資源管理��； 參考：《華南理工大學(xué)》2013年碩士論文

【摘要】：X公司是一家具有國(guó)企背景的房地產(chǎn)中介公司，擁有非常豐富的社會(huì)資源，但是公司所占的市場(chǎng)份額較小。根椐公司的五年發(fā)展戰(zhàn)略規(guī)劃：成為華南地區(qū)最具競(jìng)爭(zhēng)力的房地產(chǎn)中介代理公司，并計(jì)劃在5年內(nèi)實(shí)現(xiàn)公司整體上市。從現(xiàn)狀到戰(zhàn)略目標(biāo)之間存在著較大的差距，公司急需提升自身的核心競(jìng)爭(zhēng)力去適應(yīng)戰(zhàn)略發(fā)現(xiàn)的需要。綜合各種提升核心競(jìng)爭(zhēng)力的資源，最重要的是人力資源。因此，人才的開發(fā)與培養(yǎng)顯得尤其重要。然而X公司的培訓(xùn)處于起步階段，培訓(xùn)體系不健全，，存在著諸多的問題。因此建立以戰(zhàn)略為導(dǎo)向的人力資源培訓(xùn)體系，對(duì)企業(yè)戰(zhàn)略目標(biāo)的實(shí)現(xiàn)以及長(zhǎng)遠(yuǎn)的發(fā)展具有十分重要的現(xiàn)實(shí)意義。 本研究在大量查閱和學(xué)習(xí)當(dāng)代培訓(xùn)管理理論和方法的基礎(chǔ)之上，采用了定量和定性相結(jié)合的研究方法，對(duì)X公司培訓(xùn)體系的實(shí)際情況進(jìn)行了分析。通過對(duì)X公司總部人員和銷售現(xiàn)場(chǎng)人員進(jìn)行問卷調(diào)查，主要包括個(gè)人信息，培訓(xùn)現(xiàn)狀信息和培訓(xùn)期望等三個(gè)方面。發(fā)現(xiàn)X公司在培訓(xùn)體系方面存在以下幾個(gè)主要問題：（1）雖然公司領(lǐng)導(dǎo)對(duì)培訓(xùn)的重視程度較高，但為員工提供培訓(xùn)的機(jī)會(huì)不夠，培訓(xùn)量很不足，難以滿足員工的培訓(xùn)需求；（2）員工對(duì)公司培訓(xùn)課程開設(shè)的滿意度不高；（3）培訓(xùn)內(nèi)容不夠?qū)嵱�，針�?duì)性較差；（4）較少進(jìn)行培訓(xùn)效果的評(píng)估；（5）公司沒有為受訓(xùn)員工提供培訓(xùn)成果轉(zhuǎn)化有利條件；（6）培訓(xùn)形式單一，難以提高積極性。 針對(duì)存在的問題，運(yùn)用文獻(xiàn)資料研究法、專家意見咨詢法等方法，結(jié)合X公司目前培訓(xùn)存在的問題和X公司的戰(zhàn)略發(fā)展規(guī)劃，重新構(gòu)建了X公司的培訓(xùn)體系，包括培訓(xùn)需求分析平臺(tái)、培訓(xùn)學(xué)習(xí)平臺(tái)、培訓(xùn)支撐平臺(tái)和培訓(xùn)管控平臺(tái)。為了保證培訓(xùn)體系能順利實(shí)施，筆者還針對(duì)X公司的體系實(shí)施提出了一些對(duì)策與建議，包括樹立以戰(zhàn)略為導(dǎo)向的培訓(xùn)理念、加強(qiáng)培訓(xùn)效果評(píng)估、加強(qiáng)培訓(xùn)跟進(jìn)與輔導(dǎo)和加強(qiáng)學(xué)習(xí)型組織的建設(shè)。
[Abstract]:X Company is a real estate agency with a background of state-owned enterprises, which has a very rich social resources, but its market share is relatively small.According to the company's five-year development strategy plan: to become the most competitive real estate agency in South China, and plan to achieve the company's overall listing in five years.There is a big gap between the present situation and the strategic goal. It is urgent for the company to improve its core competence to meet the needs of strategic discovery.Synthesis of all kinds of core competitiveness of the resources, the most important is human resources.Therefore, the development and cultivation of talents is particularly important.However, X Company's training is in the initial stage, the training system is not perfect, there are many problems.Therefore, the establishment of a strategic oriented human resources training system is of great practical significance to the realization of strategic objectives and the long-term development of enterprises.On the basis of consulting and studying the theories and methods of contemporary training management, this research adopts quantitative and qualitative research methods to analyze the actual situation of X Company's training system.Through the questionnaire survey of X Company headquarter personnel and sales site personnel, it mainly includes three aspects: personal information, training status information and training expectation.We found that X Company has the following major problems in the training system: 1) although the company leaders attach high importance to training, they do not have enough opportunities to provide training to their employees, and the amount of training is very insufficient.It is difficult to meet the training needs of employees. (2) the employees are not satisfied with the training courses offered by the company. (3) the contents of the training are not practical enough.It is difficult to improve the enthusiasm of the company because it does not provide training results for the trainees and has a favorable condition for the conversion of the training results. 4) the training form is less than the evaluation of the training effect. 5) the company does not provide the training results for the trained staff to transform the favorable conditions.Aiming at the existing problems, by using the methods of literature research and expert opinion consultation, combining the problems existing in the current training of X Company and the strategic development plan of X Company, the paper reconstructs the training system of X Company.Including training needs analysis platform, training learning platform, training support platform and training management platform.In order to ensure the smooth implementation of the training system, the author also puts forward some countermeasures and suggestions for the implementation of the system of X Company, including setting up a strategic training concept and strengthening the evaluation of the training effect.Strengthen training follow-up and coaching and strengthen the construction of learning organization.
【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272.92;F299.233.4

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