本文選題：新生代員工　切入點：職業(yè)生涯管理　出處：《山東大學》2017年碩士論文　論文類型：學位論文

【摘要】：20世紀90年代開始,隨著我國對外開放程度的深化,許多事業(yè)單位轉型為國有企業(yè),投入到市場經濟浪潮中。在轉型過程中,原有的管理模式已經不再適合現有經濟環(huán)境下企業(yè)的發(fā)展。許多企業(yè)加快改革開放的進程,在這個過程中,越來越多的企業(yè)逐漸認識到人力資源在企業(yè)現代化管理中的重要地位,越來越重視員工---企業(yè)最重要的資源之一。人力資源管理的發(fā)展也是動態(tài)進行,職業(yè)生涯管理作為舶來品也越來越受到公司的重視。H公司作為城市公用事業(yè)的國有企業(yè),原有的人力資源管理不能很好滿足企業(yè)發(fā)展。占據公司員工人數半壁江山的老員工即將退休,公司面臨青黃不接,人才梯隊斷層的局面。為了更好的為人民大眾提供服務,匹配市場經濟發(fā)展,H公司需要建立分層次,多年齡段的高素質人才。有鑒于此,本文選擇"H公司新生代員工職業(yè)生涯管理體系研究"作為論文題目。本文在研究過程中通過文獻研究法,訪談法和問卷調查法,對H公司進行分析研究。通過對新生代員工的訪談和問卷調查發(fā)現,H公司新生代員工對公司的職業(yè)生涯發(fā)展不清楚,H公司尚未建立完整的職業(yè)生涯管理體系。另外,對于公司現行培訓機制,晉升機制以及績效考核機制都有自己的看法。在溝通過程中,新生代員工對于職業(yè)生涯管理持開放的態(tài)度,愿意配合公司建立完善職業(yè)生涯管理體系,參與到公司職業(yè)生涯管理工作中。本文借助國內企業(yè)成功的實踐經驗,結合H公司自身特點和行業(yè)特征,幫助H公司建立針對于新生代員工的職業(yè)生涯管理體系。該體系從個人和組織兩個角度分別進行研究設計。個人職業(yè)生涯管理,強調自我評估的重要性,根據評估結果設置職業(yè)目標,制定行動方案,并定期修訂;組織職業(yè)生涯管理包括,基礎設施建設,符合職業(yè)生涯管理的培訓制度,職業(yè)發(fā)展通道,績效考核機制,溝通機制等相關保障制度。明確各級管理者在職業(yè)生涯管理中的扮演的角色和任務。本文的創(chuàng)新之處是將職業(yè)生涯管理體系引入H公司,對職業(yè)生涯管理體系進行研究設計,細化職業(yè)生涯管理的年齡層,聚焦新生代員工,推行職業(yè)生涯管理,設計雙重職業(yè)發(fā)展通道,為公司吸引,保留,發(fā)展技術人才。建立與職業(yè)生涯管理相符合的培訓和績效考核體系,注重后續(xù)溝通反饋,形成閉環(huán)管理。通過職業(yè)生涯管理建立,幫助H公司新生代員工建立科學有效的職業(yè)規(guī)劃和行動方案,確保個人與公司發(fā)展目標相一致,真正實現企業(yè)與個人共同發(fā)展,實現"共贏"。在實施的過程中不斷地進行修正和經驗的積累,最終對H公司全體員工進行職業(yè)生涯管理,實現企業(yè)的可持續(xù)發(fā)展,為員工提供發(fā)展平臺,為大眾提供更好的服務。
[Abstract]:Since 1990s, with the deepening of China's opening to the outside world, many institutions have been transformed into state-owned enterprises and invested in the wave of market economy. The original management model is no longer suitable for the development of enterprises under the existing economic environment. Many enterprises speed up the process of reform and opening up, and in this process, More and more enterprises gradually realize the important position of human resources in the modern management of enterprises, and pay more and more attention to the staff-one of the most important resources of enterprises. The development of human resources management is also dynamic. As an imported product, career management has been paid more and more attention by the company. H Company, as a state-owned enterprise of urban public utilities, The original human resources management can not satisfy the development of the enterprise very well. The old employees who occupy half of the company's staff are about to retire, and the company is facing the situation of being out of touch with each other. In order to provide better service to the masses of the people, In order to match the development of the market economy, the company needs to establish high-level, multi-age and high-quality talents. In view of this, This paper chooses "the career Management system of the New Generation employees of H Company" as the title of the thesis. In the course of the research, this paper adopts the methods of literature research, interview and questionnaire survey. Through interviews and questionnaires to the new generation of employees, it is found that the new generation of employees of H Company are not clear about the career development of the company and H Company has not yet established a complete career management system. In the process of communication, the new generation of employees have an open attitude towards career management, and are willing to cooperate with the company to establish and perfect the career management system. Taking part in the career management of the company. This paper combines the characteristics of H Company and the industry characteristics with the successful practical experience of domestic enterprises. Help company H to establish a career management system for the new generation of employees. The system conducts research and design from both individual and organizational perspectives. Personal career management emphasizes the importance of self-assessment. Based on the results of the evaluation, set career goals, formulate action plans, and revise them regularly. Organizational career management includes infrastructure construction, training system in line with career management, career development channels, performance appraisal mechanism, etc. Communication mechanism and other related security systems. The roles and tasks of managers at all levels in career management are clearly defined. The innovation of this paper is to introduce career management system into H Company, and to research and design career management system. Refine the age level of career management, focus on the new generation of employees, promote career management, design dual career development channels, attract and retain for the company, Develop technical talents, establish a training and performance appraisal system consistent with career management, pay attention to follow-up communication and feedback, form closed loop management, and establish through career management, To help the new generation of employees of H Company to establish scientific and effective career planning and action plan, to ensure that the individual and the company's development goals are consistent, and to truly realize the common development of the enterprise and the individual. To achieve "win-win". In the implementation of the process of continuous revision and accumulation of experience, ultimately all employees of H company career management, to achieve the sustainable development of the enterprise, provide a development platform for employees, Provide better service to the public.
【學位授予單位】：山東大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F272.92;F299.24

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