ZX采油廠人才流失原因及對策
發(fā)布時間：2018-08-12 14:37
【摘要】：隨著社會主義市場經(jīng)濟體制不斷健全完善和國有企業(yè)改革向縱深層次發(fā)展，特別是中國加入WTO以后，國際石油公司以各種方式進入國內(nèi)市場，國有石油企業(yè)發(fā)展的環(huán)境發(fā)生了深刻地變化。國際石油公司憑借先進的管理體系、靈活的用人機制、豐厚的薪酬待遇，迅速吸引了國內(nèi)各層次石油類人才的目光，并源源不斷地把他們招致麾下。這些人才大多是國內(nèi)三大石油公司的在職員工，已經(jīng)具備了扎實的石油勘探開發(fā)理論和豐富實踐經(jīng)驗，他們的流失不僅削弱了國有石油企業(yè)的市場競爭力，也影響和制約著其可持續(xù)發(fā)展，，關乎國有企業(yè)命運，是國有企業(yè)改革發(fā)展必須予以關注的課題。石油企業(yè)是技術密集、人才密集型企業(yè)，人才資源的多少、人才素質(zhì)的高低，直接關系到企業(yè)的興衰成敗，這一特殊性也決定了人才是石油企業(yè)發(fā)展和提高核心競爭力的首要條件。因此，只有堅持以人才為本，建立科學有效的人力資源管理體系，培養(yǎng)人才、激勵人才、成就人才，形成尊重人才、愛護人才的企業(yè)文化，才能留住人才，為企業(yè)的持續(xù)穩(wěn)定發(fā)展提供可靠的人才保證，才能使石油企業(yè)適應當今國際、國內(nèi)激烈的市場競爭。但從實踐來看，石油企業(yè)作為國有特大型企業(yè)，傳統(tǒng)的人力資源管理模式下對人才的開發(fā)和管理還存在諸多誤區(qū)，使企業(yè)往往留不住人才。人才流失給企業(yè)帶來巨大的直接和間接成本，并導致商業(yè)泄密現(xiàn)象和勞動爭議增多，影響了企業(yè)生產(chǎn)經(jīng)營的連續(xù)性和穩(wěn)定性，制約了企業(yè)的發(fā)展和人才整體素質(zhì)的提高。本文從油田企業(yè)人才流失較為嚴重的開發(fā)板塊入手，選取ZX采油廠為例開展研究，通過對該采油廠近10年人才流失情況進行分類統(tǒng)計，從國家、中石化、勝利油田、采油廠和人才自身不同層面對人才流失原因進行分析研究，在此基礎上，從人才理念、職業(yè)生涯、收入分配、培養(yǎng)選拔、環(huán)境改善、人才配置等幾方面探討了吸納和穩(wěn)定人才的對策。
[Abstract]:With the continuous improvement of the socialist market economic system and the deepening development of the reform of state-owned enterprises, especially after China's entry into the WTO, international oil companies have entered the domestic market in various ways. The environment for the development of state-owned oil enterprises has undergone profound changes. International petroleum companies with advanced management system, flexible employment mechanism, rich salary and treatment, quickly attracted the attention of all levels of domestic oil talents, and continuously attracted them. Most of these talents are in-service employees of the three major oil companies in China. They already have solid oil exploration and development theory and rich practical experience. Their loss not only weakens the market competitiveness of state-owned oil enterprises, It also affects and restricts its sustainable development, relates to the fate of state-owned enterprises, and is a subject that must be paid attention to in the reform and development of state-owned enterprises. Petroleum enterprises are technology-intensive, talent intensive enterprises, the number of human resources, the level of talent quality, directly related to the success or failure of the enterprise. This particularity also determines that talent is the primary condition for oil enterprises to develop and improve their core competitiveness. Therefore, only by adhering to the talent oriented, establishing a scientific and effective human resource management system, cultivating talents, encouraging talents, achieving talents, forming an enterprise culture that respects and cherishes talents, can we retain talents. Only by providing reliable talents guarantee for the sustainable and stable development of enterprises can petroleum enterprises adapt to the fierce market competition at home and abroad. However, as a large state-owned enterprise, there are still many misunderstandings in the development and management of talents in the traditional human resource management mode, which makes the enterprise often unable to retain talents. The brain drain brings enormous direct and indirect cost to the enterprise, and leads to the phenomenon of commercial leak and the increase of labor dispute, which affects the continuity and stability of the production and management of the enterprise, restricts the development of the enterprise and the improvement of the overall quality of the talented person. In this paper, starting with the development plate where the brain drain is serious in oil field enterprises, the ZX oil production plant is selected as an example to carry out the research. Through the classification and statistics of the brain drain in the last 10 years, from the national, Sinopec, Shengli oil fields, On the basis of analyzing and studying the causes of brain drain in different levels of oil production plants and talents themselves, from the perspective of talent concept, career, income distribution, training and selection, environment improvement, This paper discusses the countermeasures of absorbing and stabilizing talents from several aspects such as talent allocation.
【學位授予單位】：中國石油大學（華東）
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F426.22;F272.92
本文編號：2179359
[Abstract]:With the continuous improvement of the socialist market economic system and the deepening development of the reform of state-owned enterprises, especially after China's entry into the WTO, international oil companies have entered the domestic market in various ways. The environment for the development of state-owned oil enterprises has undergone profound changes. International petroleum companies with advanced management system, flexible employment mechanism, rich salary and treatment, quickly attracted the attention of all levels of domestic oil talents, and continuously attracted them. Most of these talents are in-service employees of the three major oil companies in China. They already have solid oil exploration and development theory and rich practical experience. Their loss not only weakens the market competitiveness of state-owned oil enterprises, It also affects and restricts its sustainable development, relates to the fate of state-owned enterprises, and is a subject that must be paid attention to in the reform and development of state-owned enterprises. Petroleum enterprises are technology-intensive, talent intensive enterprises, the number of human resources, the level of talent quality, directly related to the success or failure of the enterprise. This particularity also determines that talent is the primary condition for oil enterprises to develop and improve their core competitiveness. Therefore, only by adhering to the talent oriented, establishing a scientific and effective human resource management system, cultivating talents, encouraging talents, achieving talents, forming an enterprise culture that respects and cherishes talents, can we retain talents. Only by providing reliable talents guarantee for the sustainable and stable development of enterprises can petroleum enterprises adapt to the fierce market competition at home and abroad. However, as a large state-owned enterprise, there are still many misunderstandings in the development and management of talents in the traditional human resource management mode, which makes the enterprise often unable to retain talents. The brain drain brings enormous direct and indirect cost to the enterprise, and leads to the phenomenon of commercial leak and the increase of labor dispute, which affects the continuity and stability of the production and management of the enterprise, restricts the development of the enterprise and the improvement of the overall quality of the talented person. In this paper, starting with the development plate where the brain drain is serious in oil field enterprises, the ZX oil production plant is selected as an example to carry out the research. Through the classification and statistics of the brain drain in the last 10 years, from the national, Sinopec, Shengli oil fields, On the basis of analyzing and studying the causes of brain drain in different levels of oil production plants and talents themselves, from the perspective of talent concept, career, income distribution, training and selection, environment improvement, This paper discusses the countermeasures of absorbing and stabilizing talents from several aspects such as talent allocation.
【學位授予單位】：中國石油大學（華東）
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F426.22;F272.92
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