长春奥托立夫公司物流人员职业生涯管理方案设计

发布时间：2018-03-18 18:52

本文选题：奥托立夫公司　切入点：物流人员　出处：《吉林大学》2017年硕士论文　论文类型：学位论文

【摘要】：长春奥托立夫汽车安全系统有限公司是由总部瑞典奥托立夫投资组建的外商独资企业,公司成立于2002年6月,是以制造安全带、安全气囊为主要产品的知名汽车零部件企业。长春奥托立夫公司物流人员的职能是100%满足客户交付。这就要求从供应商到奥托立夫公司再到客户整个供应链的无缝连接,从接收客户订单到采购原材料、组织生产出成品直至最后发送运输到客户。长春奥托立夫公司供应商横跨国内外欧美19个国家和地区,客户包括现在国际国内一流品牌如大众、奔驰、宝马、长城汽车等。物流人员承载着奥托立夫公司信息流和实物流的运作。长春奥托立夫公司的销售行为完成得如何,客户满意度如何,物流人员起到了至关重要的作用。物流属于人员密集型岗位,从业人员工作强度高,时间紧,在满足准时化供货中提供了有力保障。每一个新项目的投放和更改,都离不开物流人员的参与。长春奥托立夫公司物流人员,虽说很重要,但是明显没有得到足够的重视。本文先是描述了长春奥托立夫的物流人员的现状。目前长春奥托立夫基层人员没有职业规划,大部分物流人员对职业前景迷茫、无奈,只好安于现状,得过且过,没有什么积极性。少部分员工有发展的愿望但是没有机会,物流人员工作5年左右的人比比皆是,大多数仍然还是普通员工。虽然公司每年都会在绩效评估时会涉及到未来职业发展,但是基本上是雷声大雨点小,没有落在实处。工作绩效评估对于职业生涯管理,没有参照意义,无法为员工职业生涯管理提供改进依据。其次总结了长春奥托立夫公司职业生涯管理存在的主要症结。一是公司全员缺乏职业生涯管理知识,二是物流人员在单轨制通道下,职业生涯发展受限。普通员工对于公司满意度和忠诚度不高,无法实施职业生涯规划管理。再次发掘了奥托立夫职业生涯管理为何存在问题:一是岗位设置僵化,二是招聘没有前瞻性,三是培训目标不明确,没有针对性,四是薪酬福利结构单一,五是绩效考核过于简单。具体表现就是公司管理不重视物流人员职业生涯规划,各级领导没有意识职业生涯管理的重大意义--实施职业生涯管理对于提高公司效率,留住人才,增强企业竞争力,为持续发展提供动力。最后给出了建立职业生涯管理体系基础上的晋升双轨制通道解决方案。阐述了职业生涯管理的重要意义,通过“施恩职业锚理论”、“霍兰德职业兴趣理论”和“格里豪斯职业生涯阶段理论”对物流人员实施职业生涯设计。依据每个物流人员的具体情况提供适合的职业生涯方案;依据职业生涯不同阶段实施分别管理。在员工入职后伴随整个工作生涯,通过七个原则和5个步骤,实现双轨制职业通道和轮岗计划。让员工和企业在职业生涯管理方案优化中取得双赢。公司管理层的支持和具体实施细则是职业生涯管理方案落地实施的保障。
[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.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F259.23

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