本文關(guān)鍵詞：TYR公司員工培訓(xùn)體系構(gòu)建　出處：《山東大學(xué)》2015年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 員工培訓(xùn)體系 培訓(xùn)需求分析 培訓(xùn)項(xiàng)目設(shè)計(jì) 培訓(xùn)效果評(píng)估

【摘要】：TYR公司前身為一家玫瑰花茶廠,后經(jīng)改制,成為現(xiàn)在注冊(cè)資本500萬(wàn)元的有限責(zé)任公司。以阿里巴巴、淘寶、京東和各國(guó)海淘網(wǎng)站為代表引發(fā)的互聯(lián)網(wǎng)營(yíng)銷革命加之物流行業(yè)爆發(fā)式的發(fā)展,加劇了全球企業(yè)之間的市場(chǎng)競(jìng)爭(zhēng)。TYR公司愈發(fā)感受到來(lái)自國(guó)內(nèi)外眾多企業(yè)的威脅,對(duì)自身生產(chǎn)、營(yíng)銷、倉(cāng)儲(chǔ)、物流、財(cái)務(wù)和人力等諸多方面進(jìn)行全方位考核和分析,尋找短板、彌補(bǔ)不足。在對(duì)人力資源結(jié)構(gòu)進(jìn)行統(tǒng)計(jì)分析之后,公司發(fā)現(xiàn)不少問(wèn)題：年輕員工占據(jù)比例較大,他們?yōu)槠髽I(yè)帶來(lái)發(fā)展動(dòng)力的同時(shí)也埋下了頻繁跳槽導(dǎo)致人才‘流失的禍源；員工整體的學(xué)歷水平不夠理想,專業(yè)水準(zhǔn)不高、個(gè)人素養(yǎng)參差不齊,在一定程度上拉低了企業(yè)生產(chǎn)、管理、服務(wù)多方面工作的績(jī)效水平；公司意圖提升員工績(jī)效水平和企業(yè)的競(jìng)爭(zhēng)力,投入大量人力、物資組織培訓(xùn)學(xué)習(xí)活動(dòng)卻收效甚微。對(duì)于在當(dāng)前全球經(jīng)濟(jì)大環(huán)境下生存的企業(yè)而言,人才是第一生產(chǎn)力,應(yīng)當(dāng)將人力資源置于公司戰(zhàn)略的重要地位。面對(duì)TYR公司所陷入的人才困境,本文選取“員工培訓(xùn)體系建設(shè)”這一事項(xiàng)作為研究對(duì)象,以公司戰(zhàn)略目標(biāo)為導(dǎo)向,以實(shí)現(xiàn)人力資源增值、夯實(shí)公司競(jìng)爭(zhēng)實(shí)力為目的,全文采用“提出問(wèn)題-分析問(wèn)題-解決問(wèn)題”思路：首先,環(huán)繞員工培訓(xùn)這一主題展開理論概述,簡(jiǎn)要介紹了人力資本、傳統(tǒng)學(xué)習(xí)、知識(shí)管理、培訓(xùn)評(píng)估等相關(guān)理論的內(nèi)容、創(chuàng)新、局限和我國(guó)中小型企業(yè)員工培訓(xùn)研究的成果。其次,通過(guò)介紹TYR公司現(xiàn)有的員工培訓(xùn)情況(新員工入職培訓(xùn)、在職員工培訓(xùn)),列舉公司培訓(xùn)工作中暴露出來(lái)的問(wèn)題和缺陷,并對(duì)問(wèn)題產(chǎn)生的根源進(jìn)行了全面的剖析和挖掘。再次,調(diào)整原有組織架構(gòu),整合人力部門職能,構(gòu)建宏觀培訓(xùn)體系。以傳統(tǒng)的三要素分析、前瞻性分析、勝任力模型等為理論基礎(chǔ),結(jié)合企業(yè)、員工的實(shí)際需求,對(duì)TYR公司受訓(xùn)崗位培訓(xùn)需求作出科學(xué)分析,合理劃分培訓(xùn)類型,制定長(zhǎng)中短期培訓(xùn)計(jì)劃,設(shè)計(jì)具體的培訓(xùn)項(xiàng)目,選擇合適的培訓(xùn)方法,控制、監(jiān)督培訓(xùn)實(shí)施,制定突發(fā)事件應(yīng)急預(yù)案,完善培訓(xùn)效果評(píng)估環(huán)節(jié),建立配套的激勵(lì)、保障機(jī)制,防范培訓(xùn)風(fēng)險(xiǎn)。最后,根據(jù)論文的研究得出結(jié)論,即為TYR公司量身定做建立了一個(gè)滿足當(dāng)前企業(yè)培訓(xùn)工作實(shí)際發(fā)展要求的有效循環(huán)系統(tǒng),同時(shí),指出研究中專業(yè)知識(shí)技術(shù)等方面存在的一些遺憾,對(duì)今后進(jìn)一步完善培訓(xùn)體系做出展望。本文的研究成果是對(duì)TYR公司以往混亂的培訓(xùn)模式作出全面改造,重新梳理了組織、職能和各項(xiàng)工作內(nèi)容及流程,使培訓(xùn)體系更加明晰,此外還強(qiáng)化了效果評(píng)估工作,建立了配套保障機(jī)制,在提高公司人力資本及知識(shí)管理能力、提升員工個(gè)人價(jià)值兩個(gè)方面均取得了一定效果,可為其他尚未建立有效培訓(xùn)體系的中小型企業(yè)提供一個(gè)可供參考、借鑒的案例。
[Abstract]:TYR Company formerly a rose tea factory, after restructuring, now registered capital of 5 million yuan limited liability company. To Alibaba, Taobao. JingDong and various countries sea Amoy website as the representative of the Internet marketing revolution triggered by the logistics industry explosive development. Intensified the global competition among enterprises. TYR companies increasingly feel the threat from many enterprises at home and abroad, to their own production, marketing, warehousing, logistics. Financial and human resources and other aspects of the comprehensive assessment and analysis, looking for a short board, to make up for deficiencies. After statistical analysis of the human resources structure, the company found a lot of problems: young employees occupy a large proportion. They bring the development motive force for the enterprise at the same time also buried the frequent job hopping causes the talented person'to lose the disaster source; The overall educational level of the staff is not ideal, the professional level is not high, the personal accomplishment is not uniform, to a certain extent, the performance level of the enterprise production, management and service is lowered; The company intends to improve the level of employee performance and the competitiveness of enterprises, invested a lot of human resources, but the material organization training and learning activities have little effect. Talent is the first productive force, human resources should be placed in an important position of the company strategy. In the face of the plight of TYR company, this paper selects "employee training system construction" as the research object. In order to realize the increment of human resources and consolidate the competitive strength of the company, the full text adopts the idea of "ask the problem-analyze the problem-solve the problem": first of all. Focusing on the theme of employee training, this paper briefly introduces the contents and innovations of human capital, traditional learning, knowledge management, training evaluation and other related theories. Limitations and the research results of staff training in small and medium-sized enterprises in China. Secondly, through the introduction of the existing TYR employee training (new employee induction training, on-the-job staff training). Enumerate the problems and defects exposed in the training work of the company, and the root causes of the problems are comprehensively analyzed and excavated. Thirdly, adjust the original organizational structure, integrate the functions of the human resources department. To build a macro-training system. Based on the traditional three-factor analysis, forward-looking analysis, competency model as the theoretical basis, combined with the actual needs of enterprises, employees. Scientific analysis of the training needs of TYR company, reasonable division of training types, formulation of long-term and short-term training plans, design of specific training projects, selection of appropriate training methods, control. Supervise the implementation of training, formulate contingency plans, improve the training effectiveness evaluation link, establish a supporting incentive, safeguard mechanism, prevent training risks. Finally, according to the study of the paper draw a conclusion. That is to say, an effective circulatory system has been set up for TYR company to meet the actual development requirements of the current enterprise training work. At the same time, it points out some regrets in the aspects of professional knowledge and technology in the research. To further improve the training system in the future. The research results of this paper is to make a comprehensive transformation of the TYR company's previous chaotic training model, and rearrange the organization, functions, various work content and process. Make the training system more clear, in addition to strengthen the effectiveness evaluation work, set up a supporting security mechanism to improve the company's human capital and knowledge management capabilities. It can provide a reference and reference case for other small and medium-sized enterprises that have not set up an effective training system.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F272.92;F426.82

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本文編號(hào)：1430843