Y石油集团A销售公司人才流失问题对策研究
发布时间：2018-09-14 13:24
【摘要】：在当今经济快速开展、信息开放程度日益扩大的时代,随着企业竞争的日渐激烈,对人力资源的发展及利用,已经逐渐成为企业提升核心竞争力的根基和必须条件。而由于人才管理的市场化进程逐步加快,人才流动愈加频繁,特别是国有企业,存在着严重的人才流失现象。由于国有企业在我国国民经济发展中始终处于主导地位,大量人才流失必然会影响国有企业的健康持续发展。国有企业人才流失的根本原因到底是什么,应当怎样看待这一现象,进而有效解决人才流失问题,成为企业管理者不得不去面对的重大现实思考。因此,深入分剖析国有企业人才流失的原因,并研究探讨制定对策,具有非常重要的意义。A销售公司作为Y石油集团旗下的成品油销售企业,在早些年也是各种人才趋之若鹜的好去处,但是近年来,由于自身管理等各方面的原因,加上其他石油石化企业抢滩登陆、大规模招募人才带来的冲击,人才流失问题逐年加剧。如何切实改进人力资源管理,有效遏制人才流失问题,切实增强企业的核心竞争力,成为摆在A销售公司等国有企业面前的急需解决的难题。作者通过查阅资料、调查研究发现,国有企业人才流失是很多种原因共同作用的结果,既包括社会主义市场经济发展中外部社会环境因素,也包括企业内在管理不善的因素。从人才自身来讲,可能是对待遇不满,或者工作环境欠佳,也可能是怀才不遇,使得良禽不得不择木而栖。对企业而言,可能是企业内部体制机制障碍,或者是管理理念落后,或者是人力资源管理具体操作不当,等等原因。根据对激励理论、绩效管理理论、薪酬理论的研究,本文较为系统地分析了A销售公司人才管理的现状,深入查找了A销售公司近年来人才流失的深层次原因,并从建立新的绩效评价机制、改进薪酬与激励措施、加快人才成长通道建设、实施员工辅助计划等方面,提出了改善人力资源管理,加快人才培养、有效留住人才的针对性措施,希望本文能够对加强国有企业选才、育才、用才的机制建设有所借鉴。
[Abstract]:In the era of rapid development of economy and increasing openness of information, the development and utilization of human resources has gradually become the foundation and necessary conditions for enterprises to enhance their core competitiveness with the increasingly fierce competition among enterprises. As the market-oriented process of talent management is speeding up, the flow of talents is becoming more and more frequent, especially in state-owned enterprises, there is a serious brain drain phenomenon. As the state-owned enterprises are always in the leading position in the development of our national economy, a large number of brain drain will inevitably affect the healthy and sustainable development of the state-owned enterprises. What is the root cause of the brain drain in state-owned enterprises, and how to treat this phenomenon, and then effectively solve the problem of brain drain, has become an important reality that managers have to face. Therefore, it is of great significance to analyze the causes of brain drain in state-owned enterprises, and to study and explore how to formulate countermeasures, which is of great significance. A sales company, as a refined oil sales enterprise under Y Petroleum Group, In the early years, it was also a good place for all kinds of talents. However, in recent years, due to various reasons such as their own management and other reasons, coupled with the landing of other petroleum and petrochemical enterprises, large-scale recruitment of talents has brought about an impact. The brain drain problem intensifies year by year. How to effectively improve human resource management, effectively curb the brain drain problem, and strengthen the core competitiveness of enterprises, become a problem that needs to be solved urgently in front of state-owned enterprises such as A sales Company. Through the investigation and research, the author finds that the brain drain of state-owned enterprises is the result of many reasons, including the external social environment factors in the development of socialist market economy and the internal mismanagement of enterprises. In terms of talent itself, they may be dissatisfied with their pay, poor working environment, or rare talents, so that good birds have to choose wood and perch. To the enterprise, it may be the obstacle of the internal system mechanism, the backward management idea, the improper operation of the human resource management, and so on. Based on the research of incentive theory, performance management theory and compensation theory, this paper systematically analyzes the present situation of talent management in A sales company, and finds out the deep reasons for the brain drain of A sales company in recent years. From the aspects of establishing new performance evaluation mechanism, improving salary and incentive measures, speeding up the construction of talent growth channel and implementing employee assistant plan, this paper puts forward some suggestions on how to improve human resource management and speed up talent training. It is hoped that this paper can be used for reference in strengthening the mechanism of selecting, cultivating and using talents in state-owned enterprises.
【学位授予单位】：昆明理工大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.92;F426.22
[Abstract]:In the era of rapid development of economy and increasing openness of information, the development and utilization of human resources has gradually become the foundation and necessary conditions for enterprises to enhance their core competitiveness with the increasingly fierce competition among enterprises. As the market-oriented process of talent management is speeding up, the flow of talents is becoming more and more frequent, especially in state-owned enterprises, there is a serious brain drain phenomenon. As the state-owned enterprises are always in the leading position in the development of our national economy, a large number of brain drain will inevitably affect the healthy and sustainable development of the state-owned enterprises. What is the root cause of the brain drain in state-owned enterprises, and how to treat this phenomenon, and then effectively solve the problem of brain drain, has become an important reality that managers have to face. Therefore, it is of great significance to analyze the causes of brain drain in state-owned enterprises, and to study and explore how to formulate countermeasures, which is of great significance. A sales company, as a refined oil sales enterprise under Y Petroleum Group, In the early years, it was also a good place for all kinds of talents. However, in recent years, due to various reasons such as their own management and other reasons, coupled with the landing of other petroleum and petrochemical enterprises, large-scale recruitment of talents has brought about an impact. The brain drain problem intensifies year by year. How to effectively improve human resource management, effectively curb the brain drain problem, and strengthen the core competitiveness of enterprises, become a problem that needs to be solved urgently in front of state-owned enterprises such as A sales Company. Through the investigation and research, the author finds that the brain drain of state-owned enterprises is the result of many reasons, including the external social environment factors in the development of socialist market economy and the internal mismanagement of enterprises. In terms of talent itself, they may be dissatisfied with their pay, poor working environment, or rare talents, so that good birds have to choose wood and perch. To the enterprise, it may be the obstacle of the internal system mechanism, the backward management idea, the improper operation of the human resource management, and so on. Based on the research of incentive theory, performance management theory and compensation theory, this paper systematically analyzes the present situation of talent management in A sales company, and finds out the deep reasons for the brain drain of A sales company in recent years. From the aspects of establishing new performance evaluation mechanism, improving salary and incentive measures, speeding up the construction of talent growth channel and implementing employee assistant plan, this paper puts forward some suggestions on how to improve human resource management and speed up talent training. It is hoped that this paper can be used for reference in strengthening the mechanism of selecting, cultivating and using talents in state-owned enterprises.
【学位授予单位】：昆明理工大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.92;F426.22
【共引文献】
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