国有施工企业战略性人力资源培训机制研究

发布时间：2018-01-30 05:30

本文关键词： 战略性人力资源培训国有施工企业机制　出处：《大连理工大学》2014年硕士论文　论文类型：学位论文

【摘要】：我的研究对象是国有施工企业战略性人力资源培训机制。从时代背景上说,21世纪是人才的世纪。伴随着信息经济的深入发展,提升企业竞争力的关键趋向于人才队伍建设。从某种程度上说,人才队伍建设效果的好坏直接影响着企业的生存与发展。当前,我国正在步入全面深化改革阶段。据统计资料显示,作为市场经济竞争中规范的有限责任主体,69%以上的国有制造企业已完成了现代企业制度改制。然而,作为制造企业中的重要领军主体——施工企业,特别是国有大型施工企业却因众多原因而导致改革迟缓。国有施工企业在改革进程中之所以力度不强,与其在市场经济初期所经历的人才不稳或人才流失严重有关。也就是说,国有施工企业在人力资源培训上存在着问题。而问题很大程度上在于企业人力资源培训机制缺乏以及难与企业经营战略目标有机结合起来。因此,问题能否解决,关键在于国有施工企业能否构建起强有力的战略性人力资源培训机制。除了绪论,本文共分五个章节。第一章主要就当前国有施工企业在人力资源方面所存在的问题加以系统梳理。这是本文研究战略性人力资源培训机制的根本动因。在第一章论述的基础上,第二章阐述笔者选择国有施工企业战略性人力资源培训机制作为研究对象的直接动因。第三章则主要介绍战略性人力资源培训理论。所谓战略性人力资源培训,是指将人力资源培训战略化的一种方式。也就是说,为了达到一定的战略目标,企业或组织将人力资源培训系统纳入战略规划之中,并进行计划、管理、实施与发展完善的行动。从某种程度上说,战略性人力资源培训是组织战略中不可或缺的有机组成部分。显然,战略性人力资源培训脱胎于一般的人力资源培训。因此,要勾勒出战略性人力资源培训理论框架,应当从对人力资源培训理论的认识出发,分析其基础,进而了解人力资源培训机制的设计原则。第四章是本文的中心所在。通过前三章的分析与论证,本章的主要任务在于阐释出笔者针对国有施工企业战略性人力资源培训机制这一研究对象所提出的重要观点。第五章主要进行案例检验。文章以某企业试点运行战略性人力资源培训机制前后状况进行对比,进而对这一机制的效果加以验证。本文的最后是结论与展望部分。该部分主要就本题研究观点进行简要归纳,进而指出本文在研究上的不足以及今后的改进方向。
[Abstract]:My research object is the strategic human resource training mechanism of state-owned construction enterprises. From the background of the times, the 21st century is the century of talents. To some extent, the effect of the construction of talents directly affects the survival and development of enterprises. At present, our country is stepping into the stage of comprehensive deepening reform. According to the statistical data, it is the standard limited liability subject in the competition of market economy. More than 69% state-owned manufacturing enterprises have completed the reform of modern enterprise system. However, as an important leading body of manufacturing enterprises-construction enterprises. In particular, large-scale state-owned construction enterprises have been slow to reform for many reasons. The reason why state-owned construction enterprises are not strong in the process of reform is related to the instability or brain drain experienced by them in the early stage of market economy. There are problems in the training of human resources in state-owned construction enterprises. To a large extent, the problems lie in the lack of human resources training mechanism and the difficulty of combining with the strategic objectives of enterprise management. The key to solve the problem lies in whether the state-owned construction enterprises can build a strong strategic human resource training mechanism. In addition to the introduction, this paper is divided into five chapters. The first chapter focuses on the current state-owned construction enterprises in the human resources problems to be systematically combed. This is the basic motivation of this paper to study the strategic human resources training mechanism. On the basis of the first chapter. In the second chapter, the author chooses the strategic human resource training mechanism of state-owned construction enterprises as the direct motivation of the research object. The third chapter mainly introduces the strategic human resources training theory. The so-called strategic human resources training. In order to achieve a certain strategic goal, an enterprise or an organization will human resources training system into the strategic planning, planning, management. Implementation and development of sound actions. To some extent, strategic human resources training is an integral part of an organizational strategy. Strategic human resources training is derived from general human resources training. Therefore, to outline the theoretical framework of strategic human resources training, we should start from the understanding of human resources training theory, and analyze its basis. Then understand the design principles of human resources training mechanism. Chapter 4th is the center of this paper. Through the first three chapters of the analysis and demonstration. The main task of this chapter is to explain the author's important point of view on the research object of strategic human resource training mechanism of state-owned construction enterprises. Chapter 5th is a case study. Strategic human resources training mechanism before and after the status of comparison. Then the effect of this mechanism is verified. The last part of this paper is the conclusion and prospect. This part mainly summarizes the research point of view and points out the deficiency of this paper and the direction of improvement in the future.
【学位授予单位】：大连理工大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.92;F426.92

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