ZX采油厂人才流失原因及对策

发布时间：2018-08-12 14:37

【摘要】：随着社会主义市场经济体制不断健全完善和国有企业改革向纵深层次发展，特别是中国加入WTO以后，国际石油公司以各种方式进入国内市场，国有石油企业发展的环境发生了深刻地变化。国际石油公司凭借先进的管理体系、灵活的用人机制、丰厚的薪酬待遇，迅速吸引了国内各层次石油类人才的目光，并源源不断地把他们招致麾下。这些人才大多是国内三大石油公司的在职员工，已经具备了扎实的石油勘探开发理论和丰富实践经验，他们的流失不仅削弱了国有石油企业的市场竞争力，也影响和制约着其可持续发展，，关乎国有企业命运，是国有企业改革发展必须予以关注的课题。石油企业是技术密集、人才密集型企业，人才资源的多少、人才素质的高低，直接关系到企业的兴衰成败，这一特殊性也决定了人才是石油企业发展和提高核心竞争力的首要条件。因此，只有坚持以人才为本，建立科学有效的人力资源管理体系，培养人才、激励人才、成就人才，形成尊重人才、爱护人才的企业文化，才能留住人才，为企业的持续稳定发展提供可靠的人才保证，才能使石油企业适应当今国际、国内激烈的市场竞争。但从实践来看，石油企业作为国有特大型企业，传统的人力资源管理模式下对人才的开发和管理还存在诸多误区，使企业往往留不住人才。人才流失给企业带来巨大的直接和间接成本，并导致商业泄密现象和劳动争议增多，影响了企业生产经营的连续性和稳定性，制约了企业的发展和人才整体素质的提高。本文从油田企业人才流失较为严重的开发板块入手，选取ZX采油厂为例开展研究，通过对该采油厂近10年人才流失情况进行分类统计，从国家、中石化、胜利油田、采油厂和人才自身不同层面对人才流失原因进行分析研究，在此基础上，从人才理念、职业生涯、收入分配、培养选拔、环境改善、人才配置等几方面探讨了吸纳和稳定人才的对策。
[Abstract]:With the continuous improvement of the socialist market economic system and the deepening development of the reform of state-owned enterprises, especially after China's entry into the WTO, international oil companies have entered the domestic market in various ways. The environment for the development of state-owned oil enterprises has undergone profound changes. International petroleum companies with advanced management system, flexible employment mechanism, rich salary and treatment, quickly attracted the attention of all levels of domestic oil talents, and continuously attracted them. Most of these talents are in-service employees of the three major oil companies in China. They already have solid oil exploration and development theory and rich practical experience. Their loss not only weakens the market competitiveness of state-owned oil enterprises, It also affects and restricts its sustainable development, relates to the fate of state-owned enterprises, and is a subject that must be paid attention to in the reform and development of state-owned enterprises. Petroleum enterprises are technology-intensive, talent intensive enterprises, the number of human resources, the level of talent quality, directly related to the success or failure of the enterprise. This particularity also determines that talent is the primary condition for oil enterprises to develop and improve their core competitiveness. Therefore, only by adhering to the talent oriented, establishing a scientific and effective human resource management system, cultivating talents, encouraging talents, achieving talents, forming an enterprise culture that respects and cherishes talents, can we retain talents. Only by providing reliable talents guarantee for the sustainable and stable development of enterprises can petroleum enterprises adapt to the fierce market competition at home and abroad. However, as a large state-owned enterprise, there are still many misunderstandings in the development and management of talents in the traditional human resource management mode, which makes the enterprise often unable to retain talents. The brain drain brings enormous direct and indirect cost to the enterprise, and leads to the phenomenon of commercial leak and the increase of labor dispute, which affects the continuity and stability of the production and management of the enterprise, restricts the development of the enterprise and the improvement of the overall quality of the talented person. In this paper, starting with the development plate where the brain drain is serious in oil field enterprises, the ZX oil production plant is selected as an example to carry out the research. Through the classification and statistics of the brain drain in the last 10 years, from the national, Sinopec, Shengli oil fields, On the basis of analyzing and studying the causes of brain drain in different levels of oil production plants and talents themselves, from the perspective of talent concept, career, income distribution, training and selection, environment improvement, This paper discusses the countermeasures of absorbing and stabilizing talents from several aspects such as talent allocation.
【学位授予单位】：中国石油大学（华东）
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F426.22;F272.92

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