国有电力企业员工职业发展管理体系优化研究

发布时间：2018-06-20 23:58

本文选题：国有电力企业 + 职业发展管理体系　；参考：《首都经济贸易大学》2015年硕士论文

【摘要】：现代社会中各个企业之间的竞争,归根结底仍然是人才的竞争,对于国有电力企业也不例外。自2002年电力体制改革开始,国有电力企业的发展和管理迎来了新的挑战,原有的“管理层级多、业务链条长、核心资源配置率低”等问题亟需得到解决。近年来,国有电力企业已经对管理层级进行了缩减,业务链条也适当地缩短。由此,带来的挑战就是员工的职业发展通道变得模糊,再加上相关管理机制上没有及时进行完善,使不稳定因素增加,影响员工忠诚度和工作积极性。本文从组织角度,结合相关理论,借鉴国内外优秀企业在员工职业发展管理方面的优秀经验,采用多种质性研究方法,包括多案例研究法、个案研究法、焦点团体访谈法等,详细分析了国有电力企业在目前状况下,员工职业发展管理体系上可能存在的问题,如人才队伍素质和结构欠佳、职业发展通道狭窄、转换台阶设置不明确、组织牵引不足以及其他相关管理机制上存在的问题等.并从技术和管理两个层面提出可行性建议,以期对国有电力企业的员工职业发展管理提供参考:在职业发展通道设计方面,构建矩阵式职业发展通道,为员工提供发展地图;在管理机制方面,从选拔、培训、考核和薪酬四个机制着手,为员工职业发展管理体系保驾护航。
[Abstract]:In modern society, the competition among enterprises is still the competition of talents, and it is no exception for state-owned power enterprises. Since the reform of electric power system in 2002, the development and management of state-owned electric power enterprises have met new challenges. The original problems such as "multi-level management, long business chain and low allocation rate of core resources" need to be solved. In recent years, state-owned power enterprises have reduced management levels and business chains. As a result, the challenge is that the career development channels of employees become blurred, coupled with the related management mechanism has not been improved in time, so that instability factors increased, affecting staff loyalty and work enthusiasm. From the perspective of organization, combined with relevant theories, this paper uses a variety of qualitative research methods, including multi-case study, focus group interview and so on, to learn from the excellent experience of domestic and foreign excellent enterprises in the management of their employees' career development, and to adopt a variety of qualitative research methods. This paper analyzes in detail the problems that may exist in the management system of the staff's career development in the state-owned electric power enterprises at present, such as the poor quality and structure of the talent team, the narrow career development channel, the unclear setting of the transition steps, Lack of organization traction and other related management mechanism problems. And put forward feasible suggestions from two aspects of technology and management, in order to provide reference to the management of employee's career development in state-owned electric power enterprise: in the aspect of career development channel design, construct matrix career development channel, provide development map for employee; In the aspect of management mechanism, starting from the four mechanisms of selection, training, assessment and compensation, the management system of employee's career development is protected.
【学位授予单位】：首都经济贸易大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272.92;F426.61

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