H公司新生代员工职业生涯管理体系研究

发布时间：2018-03-12 18:46

本文选题：新生代员工　切入点：职业生涯管理　出处：《山东大学》2017年硕士论文　论文类型：学位论文

【摘要】：20世纪90年代开始,随着我国对外开放程度的深化,许多事业单位转型为国有企业,投入到市场经济浪潮中。在转型过程中,原有的管理模式已经不再适合现有经济环境下企业的发展。许多企业加快改革开放的进程,在这个过程中,越来越多的企业逐渐认识到人力资源在企业现代化管理中的重要地位,越来越重视员工---企业最重要的资源之一。人力资源管理的发展也是动态进行,职业生涯管理作为舶来品也越来越受到公司的重视。H公司作为城市公用事业的国有企业,原有的人力资源管理不能很好满足企业发展。占据公司员工人数半壁江山的老员工即将退休,公司面临青黄不接,人才梯队断层的局面。为了更好的为人民大众提供服务,匹配市场经济发展,H公司需要建立分层次,多年龄段的高素质人才。有鉴于此,本文选择"H公司新生代员工职业生涯管理体系研究"作为论文题目。本文在研究过程中通过文献研究法,访谈法和问卷调查法,对H公司进行分析研究。通过对新生代员工的访谈和问卷调查发现,H公司新生代员工对公司的职业生涯发展不清楚,H公司尚未建立完整的职业生涯管理体系。另外,对于公司现行培训机制,晋升机制以及绩效考核机制都有自己的看法。在沟通过程中,新生代员工对于职业生涯管理持开放的态度,愿意配合公司建立完善职业生涯管理体系,参与到公司职业生涯管理工作中。本文借助国内企业成功的实践经验,结合H公司自身特点和行业特征,帮助H公司建立针对于新生代员工的职业生涯管理体系。该体系从个人和组织两个角度分别进行研究设计。个人职业生涯管理,强调自我评估的重要性,根据评估结果设置职业目标,制定行动方案,并定期修订;组织职业生涯管理包括,基础设施建设,符合职业生涯管理的培训制度,职业发展通道,绩效考核机制,沟通机制等相关保障制度。明确各级管理者在职业生涯管理中的扮演的角色和任务。本文的创新之处是将职业生涯管理体系引入H公司,对职业生涯管理体系进行研究设计,细化职业生涯管理的年龄层,聚焦新生代员工,推行职业生涯管理,设计双重职业发展通道,为公司吸引,保留,发展技术人才。建立与职业生涯管理相符合的培训和绩效考核体系,注重后续沟通反馈,形成闭环管理。通过职业生涯管理建立,帮助H公司新生代员工建立科学有效的职业规划和行动方案,确保个人与公司发展目标相一致,真正实现企业与个人共同发展,实现"共赢"。在实施的过程中不断地进行修正和经验的积累,最终对H公司全体员工进行职业生涯管理,实现企业的可持续发展,为员工提供发展平台,为大众提供更好的服务。
[Abstract]:Since 1990s, with the deepening of China's opening to the outside world, many institutions have been transformed into state-owned enterprises and invested in the wave of market economy. The original management model is no longer suitable for the development of enterprises under the existing economic environment. Many enterprises speed up the process of reform and opening up, and in this process, More and more enterprises gradually realize the important position of human resources in the modern management of enterprises, and pay more and more attention to the staff-one of the most important resources of enterprises. The development of human resources management is also dynamic. As an imported product, career management has been paid more and more attention by the company. H Company, as a state-owned enterprise of urban public utilities, The original human resources management can not satisfy the development of the enterprise very well. The old employees who occupy half of the company's staff are about to retire, and the company is facing the situation of being out of touch with each other. In order to provide better service to the masses of the people, In order to match the development of the market economy, the company needs to establish high-level, multi-age and high-quality talents. In view of this, This paper chooses "the career Management system of the New Generation employees of H Company" as the title of the thesis. In the course of the research, this paper adopts the methods of literature research, interview and questionnaire survey. Through interviews and questionnaires to the new generation of employees, it is found that the new generation of employees of H Company are not clear about the career development of the company and H Company has not yet established a complete career management system. In the process of communication, the new generation of employees have an open attitude towards career management, and are willing to cooperate with the company to establish and perfect the career management system. Taking part in the career management of the company. This paper combines the characteristics of H Company and the industry characteristics with the successful practical experience of domestic enterprises. Help company H to establish a career management system for the new generation of employees. The system conducts research and design from both individual and organizational perspectives. Personal career management emphasizes the importance of self-assessment. Based on the results of the evaluation, set career goals, formulate action plans, and revise them regularly. Organizational career management includes infrastructure construction, training system in line with career management, career development channels, performance appraisal mechanism, etc. Communication mechanism and other related security systems. The roles and tasks of managers at all levels in career management are clearly defined. The innovation of this paper is to introduce career management system into H Company, and to research and design career management system. Refine the age level of career management, focus on the new generation of employees, promote career management, design dual career development channels, attract and retain for the company, Develop technical talents, establish a training and performance appraisal system consistent with career management, pay attention to follow-up communication and feedback, form closed loop management, and establish through career management, To help the new generation of employees of H Company to establish scientific and effective career planning and action plan, to ensure that the individual and the company's development goals are consistent, and to truly realize the common development of the enterprise and the individual. To achieve "win-win". In the implementation of the process of continuous revision and accumulation of experience, ultimately all employees of H company career management, to achieve the sustainable development of the enterprise, provide a development platform for employees, Provide better service to the public.
【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F299.24

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