本文選題：員工成長路徑 + 考核��； 參考：《安徽大學(xué)》2017年碩士論文

【摘要】：隨著國家宏觀產(chǎn)業(yè)結(jié)構(gòu)調(diào)整和供給側(cè)結(jié)構(gòu)性改革需求的不斷加強(qiáng),新常態(tài)是當(dāng)前及今后一個時期我國經(jīng)濟(jì)發(fā)展的大邏輯。"去產(chǎn)能、去庫存、去杠桿、降成本、補(bǔ)短板"對汽車制造業(yè)提出了更大的挑戰(zhàn)。而十八屆五中全會提出的構(gòu)建產(chǎn)業(yè)新體系,加快建設(shè)制造強(qiáng)國,更是對制造型企業(yè)提出了更高的要求。制造型企業(yè)要滿足外部環(huán)境要求,就需要相應(yīng)的人力資源來支撐。員工職業(yè)發(fā)展作為人力資源管理中的一項重要的和具有前瞻性的工作,對其進(jìn)行研究將更好地為企業(yè)開發(fā)人力資源,向企業(yè)輸送更有價值的人力資本。同時,對于勞動密集型的制造型企業(yè),員工的穩(wěn)定性對企業(yè)的發(fā)展至關(guān)重要。實施員工成長路徑就是員工職業(yè)發(fā)展理論在企業(yè)中的具體應(yīng)用,系統(tǒng)地實施員工成長路徑的企業(yè)并不多,但其有效實施將會非常有利于企業(yè)的發(fā)展。因此,論文以XR公司為研究對象,對其員工成長路徑實施現(xiàn)狀及存在問題進(jìn)行系統(tǒng)調(diào)查和分析,并利用相關(guān)理論知識剖析出其存在問題的原因,制定相應(yīng)的改進(jìn)建議。論文采取訪談和問卷調(diào)查的方式收集整理出了 XR公司員工成長路徑實施中存在的問題,主要有兩個:一是已納入員工成長路徑序列的員工,后續(xù)的考核和持續(xù)激勵不足;二是員工成長路徑的實施中人員技能的提升并未密切結(jié)合企業(yè)發(fā)展實際與需求。根據(jù)相關(guān)理論剖析出存在問題的原因主要有缺乏相應(yīng)的考核制度來支撐員工成長路徑工作的有效實施、對于已納入員工成長路徑序列的人員缺乏有針對性的考核激勵措施和培訓(xùn)。論文在對XR公司員工成長路徑實施存在的主要問題的原因進(jìn)行深入分析后,結(jié)合員工職業(yè)發(fā)展相關(guān)理論知識及XR公司實際,制定了相應(yīng)的改進(jìn)建議,以優(yōu)化XR公司員工成長路徑,促進(jìn)其有效實施,支撐XR公司的長足穩(wěn)健發(fā)展。實施的改進(jìn)建議有以下兩點:一是建立員工成長路徑實施過程中的考核制度;二是優(yōu)化已納入成長路徑人員的培訓(xùn)工作。本文對XR公司員工成長路徑優(yōu)化研究的思路和提出的改進(jìn)建議不僅能為XR公司員工成長路徑的有效實施提供一定的指導(dǎo),也能夠為還未實施員工成長路徑或是已實施員工成長路徑的企業(yè)提供參考與借鑒。
[Abstract]:With the adjustment of the national macro industrial structure and the increasing demand for the structural reform of the supply side, the new normal is the big logic of the economic development of our country at present and in the future. "Go to capacity, go to stock, leverage, reduce costs, make up short boards" have put forward more challenges to the automobile manufacturing industry. In the fifth Plenary Session of the 18th CPC Central Committee, the construction of a new industry is new. System, to speed up the building of a manufacturing power, it is more demanding for the manufacturing enterprise. To meet the requirements of the external environment, the manufacturing enterprise needs the corresponding human resources to support it. The employee career development is an important and forward-looking work in the human resource management, and the research will be better for the enterprise to open the enterprise. At the same time, for the labor intensive manufacturing enterprises, the stability of employees is very important to the development of the enterprise. The implementation of the growth path of employees is the specific application of the theory of employee career development in the enterprise. The effective implementation will be very beneficial to the development of the enterprise. Therefore, this paper takes XR company as the research object, systematically investigates and analyzes the status and existing problems of its employees' growth path, and analyzes the reasons for the existing problems by using relevant theoretical knowledge and makes corresponding suggestions for improvement. The paper adopts the way of interview and questionnaire investigation. There are two main problems in the implementation of XR employees' growth path. The first is that the employees have been included in the staff growth path sequence, and the follow-up assessment and continuous incentive are insufficient. The two is that the promotion of personnel skills in the implementation of the employee growth path is not closely combined with the actual and demand of the enterprise development. The main reasons for the problem are the lack of the corresponding assessment system to support the effective implementation of the employees' growth path, and the lack of targeted assessment incentives and training for the staff who have been included in the staff growth path. The paper makes an in-depth analysis of the main reasons for the implementation of the growth path of XR employees. According to the theory knowledge of employee career development and the practice of XR company, the corresponding improvement suggestions are made to optimize the growth path of XR employees, promote their effective implementation and support the robust development of XR company. The following two points are as follows: one is to establish the assessment system in the process of implementing the employee's long path; two In this paper, the train of training for the growth path personnel. This paper gives the ideas and suggestions on the optimization of the growth path of XR employees. It can not only provide some guidance for the effective implementation of the XR employees' growth path, but also provide reference and loan for the enterprises that have not yet implemented the growth path of employees or have already implemented the path of employees' growth. Learn from.

【學(xué)位授予單位】：安徽大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F272.92;F426.471

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