F集团人才发展和培养机制的研究

发布时间：2017-01-05 08:32

摘要

随着现代经济的高速发展，“创新力”已经成为了当代集团竞争力的重要衡量指标，而创新力的有效推动者是拥有全方面高素质的现代人才，因此来说，就现代集团而言，人才资源已经成为了制约当代集团发展的重要制约性因素。在对外的竞争关系中，集团内部人才体系也有着重要的地位，现代集团的对外竞争主体主要展现为集团内部人才体系的竞争，集团拥有良好的人才资源，那么其在市场经营活动的进行过程中势必会具有较大程度的优势，反之则会在市场竞争关系中存在较大程度的劣势。
21世纪是知识经济时代全面到来的时代，在知识经济体制市场的竞争关系中，，人才相较于其他集团资源而言具有较大层面的优势，但相比集团传统其他资源而言，人才资源具有很大程度上的自发性以及能动性，如何实现集团内部人才优势最大化是当代集团值得深思的一个话题。若想提升集团内部人才的对外竞争优势，势必需要对于集团内部人才体系进一步的完善补充，而在完善人才体系的环节中最为主要的便是加强集团内部人才发展以及培养机制的建立以及完善。通过有效的人才发展以及培养机制，集团能够在发展的过程中源源不断的提升自身人才优势，同时还能形成良好的集团内部人才晋升氛围，提升人才对于集团的忠诚度。随着时代的发展，人才对于集团的需求层面也有着不同程度的转变，传统人才对于集团的需求主要是金钱报酬层面，而现代层面上人才对于集团的需求则是自身价值的实现以及自身能力的持续提升；集团拥有良好的内部人才发展培养机制无疑正是迎合了当代人才对于集团的主要需求，必然会受到广大人才的推崇。人才作为集团最为主要的内部资源，加强对于集团内部人才的发展以及培养机制建设以及完善，是实现集团内部资源优化以及实现资源效应最大化的有效途径。
本文将以F集团为主要研究对象，对其集团内部的人才发展以及培养机制进行充分的研究分析，在研究的过程中，笔者将结合自身经验以及集团内部人才机制情况进行详尽的探讨，通过分析指出其中存在哪些方面的不足，并针对不足指出提出相应的改善方案。通过本文的分析旨在能够有效的促进F集团人才发展以及培养机制的进一步完善，同时对于其他集团形成有效的引导性作用。
关键字：人才；培养机制；人力资源；
 
Abstract
With the rapid development of modern economy, " innovation " has become an important indicator to measure the competitiveness of enterprises, and the effective promoter of creativity is the modern talents, with all aspects of high-quality therefore, speaking of the modern enterprise, human resources has already become the important restriction factor restricting the development of contemporary enterprises. In the competition between the external, internal personnel system also plays an important role, the modern enterprise 's competition mainly show as the enterprise internal personnel system competition, enterprises have a good human resources, so the market business activities will have greater advantages, otherwise there will be greater the degree of inferior position in market competition.
The twenty-first Century is the era of knowledge economy coming era, competition in the market of knowledge economy, talent compared with other enterprise resources with large aspect superiority, but compared to traditional enterprise other resources, talent resources have largely spontaneous and initiative, how to realize the maximization of enterprise internal talent advantage is a a topic worthy of deep reflection of contemporary enterprises. To enhance the internal personnel 's competitive advantage, we need to further improve the enterprise internal personnel system, and in the improvement of personnel system links the most main is to strengthen the development and training of talents and establishing mechanism of improvement. Through the mechanism of talents training and development effectively, enterprises can in the development process of everfount to improve their talent advantage, but also the formation of internal talent good promotion atmosphere, promote the talent loyalty for the business. With the development of the times, people also have different degrees of change in the level of the needs of enterprises, the traditional personnel mainly monetary compensation levels for business needs, but the modern level of talent for the needs of enterprises is to realize their own value and its ability to continue to ascend; enterprises have the development of internal talent training mechanism is good is to meet the demand of contemporary talents for the main business, will be respected by the majority of people. Talent as the most important internal resources, strengthening the development of the enterprise internal personnel and training mechanism construction and perfect, is to realize the optimization of the internal resources and the effective way to realize the resource effect maximization.
This paper will take F group as the main research object, carries on the analysis to study on the group's internal talent development and training mechanism, in the course of the study, the author will carry on the detailed discussion combined with its own experience and talent mechanism inside the enterprise, through the analysis pointed out the problems existed, and puts forward the corresponding improvement program in view of the lack of points. Through the analysis of this paper is to further improve the effective promotion to F group talent development and training mechanism, while the formation of the leading role of effective for other enterprises.
Keywords: talent training mechanism; human resources;
 
目 录
第一章 绪论 6
1.1 研究背景 6
1.2 研究的意义和目标 7
1.3 研究内容和方法 8
1.4国内研究现状 9
1.5 相关理论 11
1.5.1 人才 11
1.5.2  人力资本理论 12
1.5.3  胜任力素质模型理论 12
1.5.4  人力资源战略理论 13
1.5.5  人才发展与激励理论 15
第二章 人才发展和培养机制分析 16
2.1 人才发展和培养机制的外部优秀实践 16
2.1.1  强生的人才发展和培养模式 16
2.1.2  通用电气的人才发展和培养模式 17
2.2 外部实践对F集团人才发展和培养机制的启示 18
第三章 F集团的人才发展和培养机制 20
3.1  F集团的人才发展和培养现状 20
3.1.1  F集团公司概况 20
3.1.2  F集团人才发展和培养机制 20
3.2  F集团的未来战略 22
3.2.1  F集团的战略规划 22
3.2.2  F集团战略规划对人才发展和培养的要求 22
3.3  F集团人才发展和培养机制存在问题 23
3.3.1内部人才结构不合理 23
3.3.2缺乏长期的人才战略发展规划 24
3.3.3内部学习化组织氛围有待加强 24
3.3.4 员工培养计划针对性不够 25
第四章 F集团人才发展与培养机制完善方案 27
4.1进一步完善集团内部人才战略发展规划 27
4.1.1促进集团人才发展战略与集团整体战略接轨 27
4.1.2提升集团人才发展战略的灵活性 27
4.1.3多渠道保障集团人才战略发展规划目标的实现 28
4.2强化人才培养体系建设 28
4.2.1加强对于集团内部人才培训课程创新 28
4.2.2健全集团内部人才培训体系 29
4.2.3人才胜任力模型的完善 29
结论 32
参考文献 33
致谢 36

第一章 绪论
第二章 人才发展和培养机制分析
第三章 F集团的人才发展和培养机制
第四章 F集团人才发展与培养机制完善方案
结论

参考文献

本文编号：234788