本文關(guān)鍵詞： 教育 培訓(xùn)中心 人才管理 對(duì)策　出處：《大連理工大學(xué)》2012年碩士論文　論文類型：學(xué)位論文

【摘要】：伴隨著國(guó)家的宏觀經(jīng)濟(jì)環(huán)境不斷改善以及中國(guó)民營(yíng)經(jīng)濟(jì)的蓬勃發(fā)展,培訓(xùn)業(yè)在80年代末90年代初在中國(guó)大地上出現(xiàn),在中國(guó)的經(jīng)濟(jì)大環(huán)境下歷經(jīng)了近20年的磨練,近年來,雖然國(guó)內(nèi)的教育培訓(xùn)市場(chǎng)呈現(xiàn)出一片繁榮的增長(zhǎng)態(tài)勢(shì),但民營(yíng)培訓(xùn)機(jī)構(gòu)本身面臨著一個(gè)嚴(yán)峻的考驗(yàn),那就是人才的競(jìng)爭(zhēng),如何搞好人才的管理、開發(fā)和利用,從而改善企業(yè)經(jīng)營(yíng)狀況,提高企業(yè)的核心競(jìng)爭(zhēng)力,已經(jīng)成為民營(yíng)培訓(xùn)機(jī)構(gòu)人才管理范疇所面臨的主要問題。 本文采用的是案例研究方法,以民辦培訓(xùn)機(jī)構(gòu)W中心為案例背景。通過對(duì)W中心發(fā)展背景以及內(nèi)部組織結(jié)構(gòu)的了解,并結(jié)合分管人事的陳飛副主任與培訓(xùn)部離職人才及工作情緒低的人才進(jìn)行面談的相關(guān)資料,總結(jié)歸納出該中心人才管理方面存在的不足,分析出該中心人才難以留住的原因,從W中心人職配置不合理導(dǎo)致招聘與用人方式過于隨便、中心對(duì)人才缺乏適當(dāng)?shù)穆殬I(yè)生涯規(guī)劃導(dǎo)致人才得不到晉升和提拔、管理機(jī)制落后導(dǎo)致“任人唯親”,內(nèi)部管理混亂、薪酬和福利待遇偏低、績(jī)效考核流于形式、員工沒有參加學(xué)習(xí)培訓(xùn)的機(jī)會(huì)等問題進(jìn)行深入的探討,力求找出適合W中心的人才管理制度。本文中涉及到的原因,有與其他中低端培訓(xùn)機(jī)構(gòu)共性的特點(diǎn),也有本案例中W中心自身的人才管理特點(diǎn)。本文從組織進(jìn)行適當(dāng)?shù)钠髽I(yè)人才管理制度改革入手,檢討現(xiàn)行的管理制度,通過人職匹配理論、馬斯洛需求層次理論、勒溫(k.Lewin)場(chǎng)論和Price-Mueller(2000)模型的良好運(yùn)用,使W中心調(diào)整后的人才管理制度和中心目標(biāo)定位更清晰,薪酬福利競(jìng)爭(zhēng)力相對(duì)提高,績(jī)效考核制度更加優(yōu)化,員工管理體制更加合理,以確保組織管理目標(biāo)的順利實(shí)現(xiàn)。 最后,本文希望通過對(duì)W中心人才管理的案例研究,能為該中心人才管理改革提供切實(shí)可行的建議和對(duì)策,也為其他類似培訓(xùn)機(jī)構(gòu)開展有效的人才管理提供一些經(jīng)驗(yàn)和啟發(fā)。
[Abstract]:Along with the country's macroeconomic environment is improved and the vigorous development of private economy Chinese, training industry at the end of 80s and early 90s in China appeared on earth, under the economic environment in China after nearly 20 years of experience, in recent years, although the domestic education market has shown a prosperous growth, but private training institutions are faced with a severe test, it is the talent competition, how to improve the personnel management, development and utilization, so as to improve the condition of business, enhance the core competitiveness of enterprises, has become a major problem in the category of personnel management of private training institutions are facing.
This paper adopts the method of case study, the private training institutions W center as the case background. Based on the background of W development and the internal organizational structure of knowledge, relevant information and combined with Chen Fei and deputy director of training department in charge of personnel turnover and personnel work mood low talent interview, summarized the shortcomings of the center personnel management, analysis of the reasons of the center is difficult to retain talent, recruitment from the W center staff with unreasonable configuration way too casually, center lead to personnel do not get promoted and promoted the lack of proper occupation career planning for the talent management mechanism behind the lead "cronyism", internal management confusion, and compensation low welfare, performance appraisal form, deeply discussed the problems of staff did not participate in the learning and training opportunities, to find suitable for the center of W talent management system The reason relates to the degree. This paper has the characteristics of generality and other low-end training institutions, also has the characteristics of talent management W in this case the center itself. From the organization to carry out the reform of enterprise personnel management system appropriate to start, to review the existing management system, through the job matching theory, Maslow's hierarchy of needs theory, Lewin (k.Lewin) theory and Price-Mueller (2000) model to make good use of the target, personnel management system and the center location of W center adjusted more clear, competitive salary and welfare is improved, the performance appraisal system to optimize, employee management system more reasonable, to ensure the smooth realization of the goal of the organization and management.
Finally, we hope that through the case study of talent management in W center, we can provide practical suggestions and Countermeasures for the talent management reform in the center, and provide some experience and inspiration for other similar training institutions to carry out effective talent management.

【學(xué)位授予單位】：大連理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：G527;F272.92

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本文編號(hào)：1505579