A电力企业内部培训机构人力资源配置研究
发布时间：2019-05-09 12:41
【摘要】：进入21世纪以来，我国政治、经济、文化等建设都得到了飞速的发展，经济全球化、信息时代、技术进步等形式都使得企业外部市场环境瞬息万变，，而同时国有企业内部改革也在稳步推进。人才作为第一资本，上升到战略地位，成为各行业争夺的重要可持续发展资源。国际间的人才争夺将会愈演愈烈，企业如何应对这一前所未有的挑战和机遇呢？管理者们毫不犹豫地将目光投向了人力资源培训。企业要想成长，要想在竞争中立于不败之地，就必须加强自身的人力资源培训工作。人力资源培训作为企业人力资源管理工作的一项重要职能将更加受到企业的重视。 本文首先阐释了现代人力资源培训的基本理论，即人力资本理论、成人学习理论、和学习型组织理论。提出了电力企业开展人力资源培训的重要意义，员工培训是培育和形成共同的价值观、增强凝聚力的关键性工作；员工培训是提升员工技术、能力水准，达到人与“事”相匹配的有效途径；员工培训是激励员工工作积极性的重要措施；员工培训是建立学习型组织的最佳手段。 在此基础上分析了电力企业人力资源培训的发展历程以及现状，介绍了电力企业的概况和电力企业人力资源培训配置的现状。本文最后对我国国有电力企业在人力资源培训中人员配置存在的问题和原因作了简要的分析，即配置人员观念与企业发展战略脱节、缺乏科学培训人员考核机制、资金投入不足致使培训面狭窄、培训评估制度的欠缺、师资力量和水平不足和企业体制问题。并针对这些问题对我国国有电力企业人力资源培训配置工作提出了几点点建议。 本文采用的主要研究方法有1.理论分析法。文中讨论问题的基本依据是现代经济理论和管理学理论，主要运用了人力资本理论、成人学习理论和“学习型组织”理论等基础理论进行分析、推理和演绎；2.实证分析法。文中客观分析和描述了国有电力企业现状和其员工教育培训人力资源配置的发展历程，通过对国有电力企业人力资源培训配置存在的问题作了系统的归纳，并针对问题提出系统化思考，最后提出国有电力企业在新形势下发展人力资源培训配置的对策与措施。
[Abstract]:Since the beginning of the 21st century, China's political, economic, cultural and other construction has been rapidly developed, economic globalization, the information age, technological progress and other forms of enterprise external market environment has changed rapidly. At the same time, the internal reform of state-owned enterprises is also steadily advancing. Talent, as the first capital, rises to strategic position and becomes an important sustainable development resource for various industries. The international competition for talent will become more and more intense. How can enterprises deal with this unprecedented challenge and opportunity? Managers did not hesitate to turn their attention to human resources training. If enterprises want to grow and be invincible in competition, they must strengthen their human resources training. As an important function of enterprise human resource management, human resource training will be paid more and more attention by enterprises. This paper first explains the basic theory of modern human resource training, that is, human capital theory, adult learning theory, and learning organization theory. The importance of human resource training in electric power enterprises is put forward. Staff training is the key to cultivate and form common values and enhance cohesion. Employee training is an effective way to improve the skills and abilities of employees, and to match people with "things". Staff training is an important measure to motivate employees to work, and staff training is the best means to establish learning-type organizations. On this basis, this paper analyzes the development and present situation of human resource training in electric power enterprises, and introduces the general situation of electric power enterprises and the present situation of human resources training allocation in power enterprises. Finally, this paper briefly analyzes the problems and reasons of personnel allocation in China's state-owned electric power enterprises in human resources training, that is, the concept of personnel allocation is out of line with the development strategy of enterprises, and there is a lack of scientific training personnel assessment mechanism. Insufficient investment leads to narrow training area, lack of training evaluation system, shortage of teachers and level, and problems of enterprise system. In view of these problems, this paper puts forward some suggestions on the human resource training and allocation of state-owned electric power enterprises in China. The main research methods used in this paper are 1. Theoretical analysis. In this paper, the basic basis of discussion is modern economic theory and management theory, mainly using the human capital theory, adult learning theory and "learning organization" theory and other basic theories for analysis, reasoning and deduction; 2. Empirical analysis. This paper objectively analyzes and describes the present situation of the state-owned electric power enterprise and the development course of its staff education and training human resource allocation, and systematically sums up the problems existing in the human resource training allocation of the state-owned electric power enterprise. Finally, the countermeasures and measures for the development of human resources training and allocation in state-owned electric power enterprises under the new situation are put forward.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.61;F272.92
本文编号：2472773
[Abstract]:Since the beginning of the 21st century, China's political, economic, cultural and other construction has been rapidly developed, economic globalization, the information age, technological progress and other forms of enterprise external market environment has changed rapidly. At the same time, the internal reform of state-owned enterprises is also steadily advancing. Talent, as the first capital, rises to strategic position and becomes an important sustainable development resource for various industries. The international competition for talent will become more and more intense. How can enterprises deal with this unprecedented challenge and opportunity? Managers did not hesitate to turn their attention to human resources training. If enterprises want to grow and be invincible in competition, they must strengthen their human resources training. As an important function of enterprise human resource management, human resource training will be paid more and more attention by enterprises. This paper first explains the basic theory of modern human resource training, that is, human capital theory, adult learning theory, and learning organization theory. The importance of human resource training in electric power enterprises is put forward. Staff training is the key to cultivate and form common values and enhance cohesion. Employee training is an effective way to improve the skills and abilities of employees, and to match people with "things". Staff training is an important measure to motivate employees to work, and staff training is the best means to establish learning-type organizations. On this basis, this paper analyzes the development and present situation of human resource training in electric power enterprises, and introduces the general situation of electric power enterprises and the present situation of human resources training allocation in power enterprises. Finally, this paper briefly analyzes the problems and reasons of personnel allocation in China's state-owned electric power enterprises in human resources training, that is, the concept of personnel allocation is out of line with the development strategy of enterprises, and there is a lack of scientific training personnel assessment mechanism. Insufficient investment leads to narrow training area, lack of training evaluation system, shortage of teachers and level, and problems of enterprise system. In view of these problems, this paper puts forward some suggestions on the human resource training and allocation of state-owned electric power enterprises in China. The main research methods used in this paper are 1. Theoretical analysis. In this paper, the basic basis of discussion is modern economic theory and management theory, mainly using the human capital theory, adult learning theory and "learning organization" theory and other basic theories for analysis, reasoning and deduction; 2. Empirical analysis. This paper objectively analyzes and describes the present situation of the state-owned electric power enterprise and the development course of its staff education and training human resource allocation, and systematically sums up the problems existing in the human resource training allocation of the state-owned electric power enterprise. Finally, the countermeasures and measures for the development of human resources training and allocation in state-owned electric power enterprises under the new situation are put forward.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.61;F272.92
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