本文關(guān)鍵詞： 戰(zhàn)略性人力資源培訓(xùn) 國有施工企業(yè) 機制　出處：《大連理工大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：我的研究對象是國有施工企業(yè)戰(zhàn)略性人力資源培訓(xùn)機制。從時代背景上說,21世紀(jì)是人才的世紀(jì)。伴隨著信息經(jīng)濟的深入發(fā)展,提升企業(yè)競爭力的關(guān)鍵趨向于人才隊伍建設(shè)。從某種程度上說,人才隊伍建設(shè)效果的好壞直接影響著企業(yè)的生存與發(fā)展。 當(dāng)前,我國正在步入全面深化改革階段。據(jù)統(tǒng)計資料顯示,作為市場經(jīng)濟競爭中規(guī)范的有限責(zé)任主體,69%以上的國有制造企業(yè)已完成了現(xiàn)代企業(yè)制度改制。然而,作為制造企業(yè)中的重要領(lǐng)軍主體——施工企業(yè),特別是國有大型施工企業(yè)卻因眾多原因而導(dǎo)致改革遲緩。 國有施工企業(yè)在改革進程中之所以力度不強,與其在市場經(jīng)濟初期所經(jīng)歷的人才不穩(wěn)或人才流失嚴(yán)重有關(guān)。也就是說,國有施工企業(yè)在人力資源培訓(xùn)上存在著問題。而問題很大程度上在于企業(yè)人力資源培訓(xùn)機制缺乏以及難與企業(yè)經(jīng)營戰(zhàn)略目標(biāo)有機結(jié)合起來。因此,問題能否解決,關(guān)鍵在于國有施工企業(yè)能否構(gòu)建起強有力的戰(zhàn)略性人力資源培訓(xùn)機制。 除了緒論,本文共分五個章節(jié)。 第一章主要就當(dāng)前國有施工企業(yè)在人力資源方面所存在的問題加以系統(tǒng)梳理。這是本文研究戰(zhàn)略性人力資源培訓(xùn)機制的根本動因。在第一章論述的基礎(chǔ)上,第二章闡述筆者選擇國有施工企業(yè)戰(zhàn)略性人力資源培訓(xùn)機制作為研究對象的直接動因。第三章則主要介紹戰(zhàn)略性人力資源培訓(xùn)理論。所謂戰(zhàn)略性人力資源培訓(xùn),是指將人力資源培訓(xùn)戰(zhàn)略化的一種方式。也就是說,為了達到一定的戰(zhàn)略目標(biāo),企業(yè)或組織將人力資源培訓(xùn)系統(tǒng)納入戰(zhàn)略規(guī)劃之中,并進行計劃、管理、實施與發(fā)展完善的行動。從某種程度上說,戰(zhàn)略性人力資源培訓(xùn)是組織戰(zhàn)略中不可或缺的有機組成部分。顯然,戰(zhàn)略性人力資源培訓(xùn)脫胎于一般的人力資源培訓(xùn)。因此,要勾勒出戰(zhàn)略性人力資源培訓(xùn)理論框架,應(yīng)當(dāng)從對人力資源培訓(xùn)理論的認識出發(fā),分析其基礎(chǔ),進而了解人力資源培訓(xùn)機制的設(shè)計原則。第四章是本文的中心所在。通過前三章的分析與論證,本章的主要任務(wù)在于闡釋出筆者針對國有施工企業(yè)戰(zhàn)略性人力資源培訓(xùn)機制這一研究對象所提出的重要觀點。第五章主要進行案例檢驗。文章以某企業(yè)試點運行戰(zhàn)略性人力資源培訓(xùn)機制前后狀況進行對比,進而對這一機制的效果加以驗證。 本文的最后是結(jié)論與展望部分。該部分主要就本題研究觀點進行簡要歸納,進而指出本文在研究上的不足以及今后的改進方向。
[Abstract]:My research object is the strategic human resource training mechanism of state-owned construction enterprises. From the background of the times, the 21st century is the century of talents. To some extent, the effect of the construction of talents directly affects the survival and development of enterprises. At present, our country is stepping into the stage of comprehensive deepening reform. According to the statistical data, it is the standard limited liability subject in the competition of market economy. More than 69% state-owned manufacturing enterprises have completed the reform of modern enterprise system. However, as an important leading body of manufacturing enterprises-construction enterprises. In particular, large-scale state-owned construction enterprises have been slow to reform for many reasons. The reason why state-owned construction enterprises are not strong in the process of reform is related to the instability or brain drain experienced by them in the early stage of market economy. There are problems in the training of human resources in state-owned construction enterprises. To a large extent, the problems lie in the lack of human resources training mechanism and the difficulty of combining with the strategic objectives of enterprise management. The key to solve the problem lies in whether the state-owned construction enterprises can build a strong strategic human resource training mechanism. In addition to the introduction, this paper is divided into five chapters. The first chapter focuses on the current state-owned construction enterprises in the human resources problems to be systematically combed. This is the basic motivation of this paper to study the strategic human resources training mechanism. On the basis of the first chapter. In the second chapter, the author chooses the strategic human resource training mechanism of state-owned construction enterprises as the direct motivation of the research object. The third chapter mainly introduces the strategic human resources training theory. The so-called strategic human resources training. In order to achieve a certain strategic goal, an enterprise or an organization will human resources training system into the strategic planning, planning, management. Implementation and development of sound actions. To some extent, strategic human resources training is an integral part of an organizational strategy. Strategic human resources training is derived from general human resources training. Therefore, to outline the theoretical framework of strategic human resources training, we should start from the understanding of human resources training theory, and analyze its basis. Then understand the design principles of human resources training mechanism. Chapter 4th is the center of this paper. Through the first three chapters of the analysis and demonstration. The main task of this chapter is to explain the author's important point of view on the research object of strategic human resource training mechanism of state-owned construction enterprises. Chapter 5th is a case study. Strategic human resources training mechanism before and after the status of comparison. Then the effect of this mechanism is verified. The last part of this paper is the conclusion and prospect. This part mainly summarizes the research point of view and points out the deficiency of this paper and the direction of improvement in the future.
【學(xué)位授予單位】：大連理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272.92;F426.92

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