W教育培训中心人才管理案例研究

发布时间：2018-02-12 11:57

本文关键词： 教育培训中心人才管理对策　出处：《大连理工大学》2012年硕士论文　论文类型：学位论文

【摘要】：伴随着国家的宏观经济环境不断改善以及中国民营经济的蓬勃发展,培训业在80年代末90年代初在中国大地上出现,在中国的经济大环境下历经了近20年的磨练,近年来,虽然国内的教育培训市场呈现出一片繁荣的增长态势,但民营培训机构本身面临着一个严峻的考验,那就是人才的竞争,如何搞好人才的管理、开发和利用,从而改善企业经营状况,提高企业的核心竞争力,已经成为民营培训机构人才管理范畴所面临的主要问题。本文采用的是案例研究方法,以民办培训机构W中心为案例背景。通过对W中心发展背景以及内部组织结构的了解,并结合分管人事的陈飞副主任与培训部离职人才及工作情绪低的人才进行面谈的相关资料,总结归纳出该中心人才管理方面存在的不足,分析出该中心人才难以留住的原因,从W中心人职配置不合理导致招聘与用人方式过于随便、中心对人才缺乏适当的职业生涯规划导致人才得不到晋升和提拔、管理机制落后导致“任人唯亲”,内部管理混乱、薪酬和福利待遇偏低、绩效考核流于形式、员工没有参加学习培训的机会等问题进行深入的探讨,力求找出适合W中心的人才管理制度。本文中涉及到的原因,有与其他中低端培训机构共性的特点,也有本案例中W中心自身的人才管理特点。本文从组织进行适当的企业人才管理制度改革入手,检讨现行的管理制度,通过人职匹配理论、马斯洛需求层次理论、勒温(k.Lewin)场论和Price-Mueller(2000)模型的良好运用,使W中心调整后的人才管理制度和中心目标定位更清晰,薪酬福利竞争力相对提高,绩效考核制度更加优化,员工管理体制更加合理,以确保组织管理目标的顺利实现。最后,本文希望通过对W中心人才管理的案例研究,能为该中心人才管理改革提供切实可行的建议和对策,也为其他类似培训机构开展有效的人才管理提供一些经验和启发。
[Abstract]:Along with the country's macroeconomic environment is improved and the vigorous development of private economy Chinese, training industry at the end of 80s and early 90s in China appeared on earth, under the economic environment in China after nearly 20 years of experience, in recent years, although the domestic education market has shown a prosperous growth, but private training institutions are faced with a severe test, it is the talent competition, how to improve the personnel management, development and utilization, so as to improve the condition of business, enhance the core competitiveness of enterprises, has become a major problem in the category of personnel management of private training institutions are facing.
This paper adopts the method of case study, the private training institutions W center as the case background. Based on the background of W development and the internal organizational structure of knowledge, relevant information and combined with Chen Fei and deputy director of training department in charge of personnel turnover and personnel work mood low talent interview, summarized the shortcomings of the center personnel management, analysis of the reasons of the center is difficult to retain talent, recruitment from the W center staff with unreasonable configuration way too casually, center lead to personnel do not get promoted and promoted the lack of proper occupation career planning for the talent management mechanism behind the lead "cronyism", internal management confusion, and compensation low welfare, performance appraisal form, deeply discussed the problems of staff did not participate in the learning and training opportunities, to find suitable for the center of W talent management system The reason relates to the degree. This paper has the characteristics of generality and other low-end training institutions, also has the characteristics of talent management W in this case the center itself. From the organization to carry out the reform of enterprise personnel management system appropriate to start, to review the existing management system, through the job matching theory, Maslow's hierarchy of needs theory, Lewin (k.Lewin) theory and Price-Mueller (2000) model to make good use of the target, personnel management system and the center location of W center adjusted more clear, competitive salary and welfare is improved, the performance appraisal system to optimize, employee management system more reasonable, to ensure the smooth realization of the goal of the organization and management.
Finally, we hope that through the case study of talent management in W center, we can provide practical suggestions and Countermeasures for the talent management reform in the center, and provide some experience and inspiration for other similar training institutions to carry out effective talent management.

【学位授予单位】：大连理工大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：G527;F272.92

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