發(fā)布時間：2019-05-17 16:01

【摘要】：人才的開發(fā)和培養(yǎng)始終是現(xiàn)代企業(yè)人力資源管理的重要工作之一,隨著知識經(jīng)濟時代的到來和全球經(jīng)濟一體化的發(fā)展,當今和未來國際市場競爭的核心是技術和人才的競爭,人才作為知識的創(chuàng)造者、傳播者、利用者,成為第一戰(zhàn)略資源,而企業(yè)培訓是培養(yǎng)人才、提高企業(yè)發(fā)展層次、保持企業(yè)擁有長久競爭優(yōu)勢的一種重要途徑,應該作為一項戰(zhàn)略投資進行深入分析和規(guī)劃。中國航天科工集團公司培訓中心(以下簡稱“航天培訓中心”)隸屬于中國航天科工集團公司(以下簡稱“集團公司”或“航天科工”),是服務于集團公司總體戰(zhàn)略目標的培訓機構,對航天培訓中心從戰(zhàn)略發(fā)展角度進行深入研究具有一定實際意義。本文運用系統(tǒng)工程理論的方法,首先梳理了培訓中心發(fā)展戰(zhàn)略研究的知識管理、組織學習與學習型組織、人力資本、企業(yè)培訓、發(fā)展戰(zhàn)略等相關理論基礎,其次對航天培訓中心發(fā)展戰(zhàn)略現(xiàn)狀與存在的問題進行了分析,結(jié)合新的形勢下面臨的機遇和挑戰(zhàn),對航天培訓中心發(fā)展戰(zhàn)略宏觀環(huán)境、行業(yè)環(huán)境等外部環(huán)境,以及組織結(jié)構、財務狀況、員工隊伍情況、項目經(jīng)營運營狀況等內(nèi)部環(huán)境進行了比較詳細的研究。隨后,利用SWOT分析方法,從優(yōu)勢、劣勢、機會、威脅四個方面,進一步對航天培訓中心未來發(fā)展戰(zhàn)略,進行了選擇和定位分析,確立了航天培訓中心發(fā)展戰(zhàn)略的目標體系和主要內(nèi)容,最后從優(yōu)化培訓體系、推進基于企業(yè)網(wǎng)絡平臺的非正式學習、利用航天品牌優(yōu)勢開拓市場三個方面論述了航天培訓中心發(fā)展戰(zhàn)略實施策略,以解決發(fā)展戰(zhàn)略分析中存在的實際問題。
[Abstract]:The development and cultivation of talents has always been one of the important tasks of human resources management in modern enterprises. with the arrival of the era of knowledge economy and the development of global economic integration, the core of international market competition today and in the future is the competition of technology and talents. As the creator, communicator and user of knowledge, talent has become the first strategic resource, and enterprise training is an important way to train talents, improve the level of enterprise development and maintain the long-term competitive advantage of enterprises. It should be analyzed and planned as a strategic investment. The training Center of China Aerospace Science and Technology Corporation (hereinafter referred to as "Aerospace training Center") belongs to China Aerospace Science and Technology Group Company (hereinafter referred to as "Group Company" or "Aerospace Science and Technology Group"). It is a training institution that serves the overall strategic goal of the group company, and it is of practical significance to study the aerospace training center from the perspective of strategic development. By using the method of system engineering theory, this paper first combs the knowledge management, organizational learning and learning organization, human capital, enterprise training, development strategy and other related theoretical basis of the development strategy research of training center. Secondly, it analyzes the present situation and existing problems of the development strategy of the space training center, combined with the opportunities and challenges faced under the new situation, and the external environment, such as the macro environment, the industry environment and the organizational structure of the development strategy environment of the space training center. The internal environment, such as financial situation, employee situation, project operation and so on, has been studied in detail. Then, by using SWOT analysis method, the future development strategy of space training center is further selected and located from four aspects: advantages, disadvantages, opportunities and threats. The target system and main contents of the development strategy of the Aerospace training Center are established. Finally, the informal learning based on the enterprise network platform is promoted from optimizing the training system. This paper discusses the implementation strategy of the development strategy of the space training center from three aspects of using the advantages of the space brand to open up the market in order to solve the practical problems existing in the analysis of the development strategy.
【學位授予單位】：哈爾濱工業(yè)大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F272.92;F426.5

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本文編號：2479222