本文選題：任職資格標(biāo)準(zhǔn) + 崗位勝任力模型�。� 參考：《中南大學(xué)》2014年碩士論文

【摘要】：在時代飛速的今天,如何有效管理企業(yè)員工,讓員工明確自己的職業(yè)發(fā)展通道,牽引員工朝著自己的職業(yè)發(fā)展通道穩(wěn)步邁進,最終實現(xiàn)企業(yè)與員工的協(xié)同發(fā)展,共同雙贏,這是當(dāng)今企業(yè)管理者面臨的一個課題。國內(nèi)眾多的公司、企業(yè)在很早就開始探索這個問題的解決方法,但一直沒有找到滿意的答案,直到上個世紀(jì)末,華為公司引進了英國的秘書職業(yè)標(biāo)準(zhǔn),同時在全公司進行廣泛推廣,公司發(fā)展取得了矚目的成績,員工的職業(yè)化水平有了顯著的提供,職業(yè)通道發(fā)展順暢,為各公司提供了借鑒和參考。任職資格體系是人力資源管理的重要組成,也是企業(yè)內(nèi)部人才培養(yǎng)以及促進員工職業(yè)化、專業(yè)化的重要方法,對員工的職業(yè)生涯、崗位能力要求、勝任力水平進行了明確規(guī)范和定義,最終達到人崗匹配。 本文以任職資格體系對企業(yè)人力資源管理的重大作用及其意義為著眼點,系統(tǒng)介紹了任職資格體系的基本理論,分析了ZELC公司工藝技術(shù)人員的管理現(xiàn)狀及存在的問題,引入工藝技術(shù)人員任職資格體系的必要性,并通過建立以能力、任職標(biāo)準(zhǔn)為基礎(chǔ)的工藝技術(shù)人員的任職資格管理體系,同時將任職資格與招聘配置、薪酬體系、績效體系、培訓(xùn)開發(fā)等人力資源模塊相結(jié)合,從而解決了工藝技術(shù)人員在職業(yè)發(fā)展、企業(yè)人才培養(yǎng)與選拔等方面的問題。工藝技術(shù)人員任職體系的建立,為規(guī)范ZELC公司工藝技術(shù)人員的工作行為、提升其職業(yè)化水平、明晰工藝技術(shù)人員的職業(yè)發(fā)展通道奠定了基礎(chǔ),為員工個人和企業(yè)的可持續(xù)發(fā)展創(chuàng)造了條件。同時,ZELC公司工藝技術(shù)人員任職資格管理體系的建設(shè)與設(shè)計,可為國內(nèi)大中型國有企業(yè)在人力資源管理上提供借鑒與參考。
[Abstract]:In the era of rapid development, how to effectively manage the employees, let the employees clear their career development channel, lead the staff towards their own career development channel steadily, and finally achieve the cooperative development of the enterprise and the staff, win-win. This is a subject that business managers are facing today. Many domestic companies and enterprises began to explore solutions to this problem early on, but failed to find a satisfactory answer until the end of the last century when Huawei introduced the British secretarial standards. At the same time, the company has been widely promoted, the company has made remarkable achievements, the level of staff professionalism has been significantly provided, the smooth development of career channels, for the company to provide reference and reference. The post qualification system is an important component of human resource management, it is also an important method to train talents and promote the professionalization and specialization of employees. Competency level has been clearly standardized and defined, and finally reached post matching. Based on the important function and significance of the post qualification system to the human resource management of the enterprise, this paper systematically introduces the basic theory of the post qualification system, and analyzes the current management situation and existing problems of the process technicians in ZELC Company. This paper introduces the necessity of the qualification system of process technicians, and establishes the management system of the qualification of process technicians based on competence and service standards. At the same time, the qualification and recruitment, the salary system, the performance system, and so on, are also introduced. The combination of human resource modules, such as training and development, solves the problems in the professional development of process technicians, the training and selection of talents in enterprises, and so on. The establishment of the post system of process technicians has laid a foundation for standardizing the working behavior of process technicians in ZELC Company, improving their professional level, and clarifying the career development channels of process technicians. It creates conditions for the sustainable development of individual employees and enterprises. At the same time, the construction and design of the qualification management system for process technicians in ZELC company can provide reference and reference for the large and medium-sized state-owned enterprises in China in human resource management.
【學(xué)位授予單位】：中南大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272.92;F426.472

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