本文選題：發(fā)電集團(tuán)　切入點(diǎn)：遠(yuǎn)程培訓(xùn)　出處：《石河子大學(xué)》2017年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：隨著知識(shí)經(jīng)濟(jì)不斷深入發(fā)展,越來(lái)越多的國(guó)家意識(shí)到要全面提高綜合國(guó)力就要求專(zhuān)業(yè)人才和勞動(dòng)力接受更加優(yōu)質(zhì)的教育培訓(xùn)。相對(duì)于傳統(tǒng)的面對(duì)面的教學(xué),通過(guò)網(wǎng)絡(luò)或其它電子技術(shù)手段輔助而進(jìn)行的培訓(xùn),以其低廉的費(fèi)用、廣泛的受眾面和不斷改進(jìn)的技術(shù)支持成為越來(lái)越多企業(yè)對(duì)員工進(jìn)行在職或崗前培訓(xùn)的一個(gè)可靠的選擇。在經(jīng)濟(jì)進(jìn)入放緩的新常態(tài)下,對(duì)于知識(shí)密集型、技術(shù)密集型的國(guó)有大型發(fā)電集團(tuán)來(lái)講,利用遠(yuǎn)程網(wǎng)絡(luò),打造一個(gè)學(xué)習(xí)、培訓(xùn)的新載體是十分必要的。本文以唐投發(fā)電集團(tuán)總部遠(yuǎn)程培訓(xùn)系統(tǒng)為例,提出遠(yuǎn)程培訓(xùn)標(biāo)準(zhǔn)化的發(fā)展構(gòu)想(包括網(wǎng)絡(luò)架構(gòu)、應(yīng)用系統(tǒng)、課件更新、在線考試、問(wèn)題答疑、培訓(xùn)評(píng)價(jià)、信息安全等)以及具體實(shí)施步驟。使得作為“人才密集型”與“技術(shù)更新型”的發(fā)電集團(tuán),通過(guò)對(duì)唐投發(fā)電集團(tuán)遠(yuǎn)程培訓(xùn)需求、內(nèi)容、教學(xué)模式、評(píng)估四個(gè)環(huán)節(jié)的標(biāo)準(zhǔn)化設(shè)計(jì)。深入各基層電廠,運(yùn)用個(gè)例訪談法、調(diào)查問(wèn)卷法、個(gè)案研究法、文獻(xiàn)研究法等研究方法,從而構(gòu)建發(fā)電集團(tuán)遠(yuǎn)程培訓(xùn)的標(biāo)準(zhǔn)化發(fā)展模式。針對(duì)不同層次、不同崗位的專(zhuān)業(yè)技術(shù)人員的知識(shí)更新需要,進(jìn)行科學(xué)、細(xì)致的分析,做到與企業(yè)自身實(shí)際相結(jié)合,與員工發(fā)展需要相結(jié)合。通過(guò)詳細(xì)闡述發(fā)電集團(tuán)遠(yuǎn)程培訓(xùn)標(biāo)準(zhǔn)化模式在唐投發(fā)電集團(tuán)應(yīng)用中的問(wèn)題,提出基于可持續(xù)發(fā)展模式下提高遠(yuǎn)程培訓(xùn)效果的保障措施,使得培訓(xùn)效果更加完善有效。以“分散培訓(xùn),集中考核”的培訓(xùn)方式,科學(xué)選擇員工教育培訓(xùn)的內(nèi)容、途徑和方法,并使下屬各基層發(fā)電廠有序開(kāi)展實(shí)用性、預(yù)見(jiàn)性、超前性的遠(yuǎn)程標(biāo)準(zhǔn)化培訓(xùn),為企業(yè)發(fā)展提供可持續(xù)的智力支持和人才保障。發(fā)電集團(tuán)公司總部通過(guò)系統(tǒng)建立網(wǎng)絡(luò)遠(yuǎn)程培訓(xùn)標(biāo)準(zhǔn)化,利用集團(tuán)公司人力資源部統(tǒng)一對(duì)培訓(xùn)監(jiān)管考核的優(yōu)勢(shì),集合下屬各分公司內(nèi)部的人力資源建立培訓(xùn)師隊(duì)伍;依托電力高校專(zhuān)業(yè)資源,校企聯(lián)合,優(yōu)勢(shì)互補(bǔ),資源共享。按照不同崗位的需求制定專(zhuān)業(yè)相關(guān)的課程,避免資源重復(fù)建設(shè),實(shí)現(xiàn)發(fā)電企業(yè)遠(yuǎn)程培訓(xùn)的制度化與標(biāo)準(zhǔn)化。有效利用遠(yuǎn)程網(wǎng)絡(luò)進(jìn)行培訓(xùn),幫助地處偏遠(yuǎn)、人才分散、調(diào)度困難、崗位重要的基層發(fā)電廠解決生產(chǎn)運(yùn)行中的技術(shù)難題。緩解“工學(xué)矛盾”,增強(qiáng)發(fā)電集團(tuán)的活力和后勁。
[Abstract]:With the deepening development of knowledge economy, more and more countries realize that in order to improve overall national strength, professionals and labor force are required to receive higher quality education and training. Compared with traditional face-to-face teaching, Training assisted by network or other electronic means at a low cost, Widespread popularity and ever-improving technical support has become a reliable option for more and more companies to conduct on-the-job or pre-job training for their employees. As the economy enters a new normal of slowing down, it is knowledge-intensive. It is very necessary for the technology-intensive large state-owned power generation group to use the remote network to create a new carrier for learning and training. This paper takes the remote training system of the headquarters of the Tangtuan Power Generation Group as an example. Put forward the development conception of standardization of distance training (including network structure, application system, courseware update, online examination, question answering, training evaluation, etc. As a "talent intensive" and "new technology" power generation group, through the Tang Tong Power Generation Group long-distance training needs, content, teaching mode, To evaluate the standardized design of the four links. To go deep into the grass-roots power plants, and to use the methods of individual case interview, questionnaire, case study, literature research, etc. In order to build a standardized development model of long-distance training in power generation group, aiming at the need of knowledge renewal of professional and technical personnel at different levels and different positions, scientific and detailed analysis is carried out, so that it can be combined with the actual situation of the enterprise itself. Combining with the development needs of employees, this paper expounds in detail the problems in the application of the standardized model of long-distance training in the power generation group, and puts forward the safeguard measures to improve the effect of long-distance training based on the sustainable development model. To make the training effect more perfect and effective. With the training method of "decentralized training, centralized examination", we can scientifically select the contents, ways and methods of staff education and training, and make the subordinate grass-roots power plants develop practicability and predictability in an orderly manner. Advanced long-distance standardized training provides sustainable intellectual support and talent support for the development of enterprises. Using the advantages of the HR department of the group company to unify the training supervision and examination, to assemble the human resources of the subordinate branches to set up the training staff, relying on the professional resources of the electric power colleges and universities, unifying the universities and enterprises, and complementing each other with their advantages, Resource sharing. According to the needs of different positions to develop relevant professional courses, avoid duplication of resources construction, realize the institutionalization and standardization of long-distance training for power generation enterprises, effectively use remote network for training, help remote, scattered talents, It is difficult to dispatch and the basic-level power plant with important posts solves the technical problems in production and operation, alleviates the "contradiction between engineering and learning", and strengthens the vitality and stamina of the power generation group.
【學(xué)位授予單位】：石河子大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：F426.61;F272.92

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