Y石油集團A銷售公司人才流失問題對策研究
發(fā)布時間：2018-09-14 13:24
【摘要】：在當今經(jīng)濟快速開展、信息開放程度日益擴大的時代,隨著企業(yè)競爭的日漸激烈,對人力資源的發(fā)展及利用,已經(jīng)逐漸成為企業(yè)提升核心競爭力的根基和必須條件。而由于人才管理的市場化進程逐步加快,人才流動愈加頻繁,特別是國有企業(yè),存在著嚴重的人才流失現(xiàn)象。由于國有企業(yè)在我國國民經(jīng)濟發(fā)展中始終處于主導地位,大量人才流失必然會影響國有企業(yè)的健康持續(xù)發(fā)展。國有企業(yè)人才流失的根本原因到底是什么,應當怎樣看待這一現(xiàn)象,進而有效解決人才流失問題,成為企業(yè)管理者不得不去面對的重大現(xiàn)實思考。因此,深入分剖析國有企業(yè)人才流失的原因,并研究探討制定對策,具有非常重要的意義。A銷售公司作為Y石油集團旗下的成品油銷售企業(yè),在早些年也是各種人才趨之若鶩的好去處,但是近年來,由于自身管理等各方面的原因,加上其他石油石化企業(yè)搶灘登陸、大規(guī)模招募人才帶來的沖擊,人才流失問題逐年加劇。如何切實改進人力資源管理,有效遏制人才流失問題,切實增強企業(yè)的核心競爭力,成為擺在A銷售公司等國有企業(yè)面前的急需解決的難題。作者通過查閱資料、調(diào)查研究發(fā)現(xiàn),國有企業(yè)人才流失是很多種原因共同作用的結(jié)果,既包括社會主義市場經(jīng)濟發(fā)展中外部社會環(huán)境因素,也包括企業(yè)內(nèi)在管理不善的因素。從人才自身來講,可能是對待遇不滿,或者工作環(huán)境欠佳,也可能是懷才不遇,使得良禽不得不擇木而棲。對企業(yè)而言,可能是企業(yè)內(nèi)部體制機制障礙,或者是管理理念落后,或者是人力資源管理具體操作不當,等等原因。根據(jù)對激勵理論、績效管理理論、薪酬理論的研究,本文較為系統(tǒng)地分析了A銷售公司人才管理的現(xiàn)狀,深入查找了A銷售公司近年來人才流失的深層次原因,并從建立新的績效評價機制、改進薪酬與激勵措施、加快人才成長通道建設、實施員工輔助計劃等方面,提出了改善人力資源管理,加快人才培養(yǎng)、有效留住人才的針對性措施,希望本文能夠?qū)訌妵衅髽I(yè)選才、育才、用才的機制建設有所借鑒。
[Abstract]:In the era of rapid development of economy and increasing openness of information, the development and utilization of human resources has gradually become the foundation and necessary conditions for enterprises to enhance their core competitiveness with the increasingly fierce competition among enterprises. As the market-oriented process of talent management is speeding up, the flow of talents is becoming more and more frequent, especially in state-owned enterprises, there is a serious brain drain phenomenon. As the state-owned enterprises are always in the leading position in the development of our national economy, a large number of brain drain will inevitably affect the healthy and sustainable development of the state-owned enterprises. What is the root cause of the brain drain in state-owned enterprises, and how to treat this phenomenon, and then effectively solve the problem of brain drain, has become an important reality that managers have to face. Therefore, it is of great significance to analyze the causes of brain drain in state-owned enterprises, and to study and explore how to formulate countermeasures, which is of great significance. A sales company, as a refined oil sales enterprise under Y Petroleum Group, In the early years, it was also a good place for all kinds of talents. However, in recent years, due to various reasons such as their own management and other reasons, coupled with the landing of other petroleum and petrochemical enterprises, large-scale recruitment of talents has brought about an impact. The brain drain problem intensifies year by year. How to effectively improve human resource management, effectively curb the brain drain problem, and strengthen the core competitiveness of enterprises, become a problem that needs to be solved urgently in front of state-owned enterprises such as A sales Company. Through the investigation and research, the author finds that the brain drain of state-owned enterprises is the result of many reasons, including the external social environment factors in the development of socialist market economy and the internal mismanagement of enterprises. In terms of talent itself, they may be dissatisfied with their pay, poor working environment, or rare talents, so that good birds have to choose wood and perch. To the enterprise, it may be the obstacle of the internal system mechanism, the backward management idea, the improper operation of the human resource management, and so on. Based on the research of incentive theory, performance management theory and compensation theory, this paper systematically analyzes the present situation of talent management in A sales company, and finds out the deep reasons for the brain drain of A sales company in recent years. From the aspects of establishing new performance evaluation mechanism, improving salary and incentive measures, speeding up the construction of talent growth channel and implementing employee assistant plan, this paper puts forward some suggestions on how to improve human resource management and speed up talent training. It is hoped that this paper can be used for reference in strengthening the mechanism of selecting, cultivating and using talents in state-owned enterprises.
【學位授予單位】：昆明理工大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F272.92;F426.22
[Abstract]:In the era of rapid development of economy and increasing openness of information, the development and utilization of human resources has gradually become the foundation and necessary conditions for enterprises to enhance their core competitiveness with the increasingly fierce competition among enterprises. As the market-oriented process of talent management is speeding up, the flow of talents is becoming more and more frequent, especially in state-owned enterprises, there is a serious brain drain phenomenon. As the state-owned enterprises are always in the leading position in the development of our national economy, a large number of brain drain will inevitably affect the healthy and sustainable development of the state-owned enterprises. What is the root cause of the brain drain in state-owned enterprises, and how to treat this phenomenon, and then effectively solve the problem of brain drain, has become an important reality that managers have to face. Therefore, it is of great significance to analyze the causes of brain drain in state-owned enterprises, and to study and explore how to formulate countermeasures, which is of great significance. A sales company, as a refined oil sales enterprise under Y Petroleum Group, In the early years, it was also a good place for all kinds of talents. However, in recent years, due to various reasons such as their own management and other reasons, coupled with the landing of other petroleum and petrochemical enterprises, large-scale recruitment of talents has brought about an impact. The brain drain problem intensifies year by year. How to effectively improve human resource management, effectively curb the brain drain problem, and strengthen the core competitiveness of enterprises, become a problem that needs to be solved urgently in front of state-owned enterprises such as A sales Company. Through the investigation and research, the author finds that the brain drain of state-owned enterprises is the result of many reasons, including the external social environment factors in the development of socialist market economy and the internal mismanagement of enterprises. In terms of talent itself, they may be dissatisfied with their pay, poor working environment, or rare talents, so that good birds have to choose wood and perch. To the enterprise, it may be the obstacle of the internal system mechanism, the backward management idea, the improper operation of the human resource management, and so on. Based on the research of incentive theory, performance management theory and compensation theory, this paper systematically analyzes the present situation of talent management in A sales company, and finds out the deep reasons for the brain drain of A sales company in recent years. From the aspects of establishing new performance evaluation mechanism, improving salary and incentive measures, speeding up the construction of talent growth channel and implementing employee assistant plan, this paper puts forward some suggestions on how to improve human resource management and speed up talent training. It is hoped that this paper can be used for reference in strengthening the mechanism of selecting, cultivating and using talents in state-owned enterprises.
【學位授予單位】：昆明理工大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F272.92;F426.22
【共引文獻】
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