本文選題：JLF中國(guó)區(qū) + 人力資源培訓(xùn)與開發(fā)��； 參考：《華中師范大學(xué)》2015年碩士論文

【摘要】：1992年我國(guó)商業(yè)領(lǐng)域開始對(duì)外資開放,外資零售企業(yè)初涉中國(guó)市場(chǎng)。2004年12月11日,根據(jù)中國(guó)加入WTO承諾,政府在股權(quán)比例、開店地域和開店數(shù)量等方面全面向外資開放。歷經(jīng)10年的發(fā)展,如今中國(guó)零售業(yè)已然形成完全競(jìng)爭(zhēng)市場(chǎng)。全球50家著名零售連鎖企業(yè),已有42家在中國(guó)搶攤登陸。以法國(guó)JLF、美國(guó)沃爾瑪、德國(guó)麥德龍、法國(guó)歐尚為首的國(guó)際零售商占據(jù)著中國(guó)零售業(yè)巨大市場(chǎng)份額。而JLF集團(tuán)作為歐洲排名第一、全球排名第二的零售巨鱷在中國(guó)市場(chǎng)取得的成功遠(yuǎn)遠(yuǎn)大于其他零售巨頭。究其原因,JLF集團(tuán)完善且獨(dú)到的員工培訓(xùn)與開發(fā)體系是其成功的重要因素。JLF集團(tuán)的員工培訓(xùn)與開發(fā)為其在中國(guó)市場(chǎng)的持續(xù)發(fā)展打下了堅(jiān)實(shí)的人才基礎(chǔ)。同時(shí)也為中國(guó)零售行業(yè)培養(yǎng)和輸送了大批優(yōu)秀人才。人才的培訓(xùn)與開發(fā)成為了JLF集團(tuán)不可或缺的核心競(jìng)爭(zhēng)力之一。伴隨著外資零售企業(yè)在華如火如荼的擴(kuò)張,我國(guó)本土零售商也在近些年迅速發(fā)展。以華潤(rùn)萬家、北京華聯(lián)、上海聯(lián)華為首的本土零售商在門店數(shù)量、市場(chǎng)份額上也能在與外資企業(yè)的競(jìng)爭(zhēng)中分一杯羹�？上噍^于外資零售商而言,本土零售商在員工培訓(xùn)與開發(fā)上的實(shí)踐有所欠缺,也成為制約本土零售商做大做強(qiáng),難以實(shí)現(xiàn)全國(guó)甚至全球連鎖的關(guān)鍵因素�，F(xiàn)代零售行業(yè)連鎖化經(jīng)營(yíng)主要是通過總部與分店管理和專業(yè)職能的分工來實(shí)現(xiàn)。以建立起連鎖式的分配體系并配以通暢的信息網(wǎng)絡(luò)布局。現(xiàn)代化連鎖經(jīng)營(yíng)最重要的特征是化繁為簡(jiǎn),以低成本換取規(guī)模經(jīng)濟(jì)效益�，F(xiàn)代化連鎖企業(yè)在經(jīng)營(yíng)中須實(shí)現(xiàn)“四化”(4S)策略：標(biāo)準(zhǔn)化(standardization)、專業(yè)化(specialization)、簡(jiǎn)單化(simplification)、獨(dú)特化(speciality)。其中專業(yè)化主要是指連鎖企業(yè)人才的專業(yè)化。而人才的專業(yè)化必須通過企業(yè)人才的培訓(xùn)與開發(fā)來實(shí)現(xiàn)。本文通過對(duì)JLF中國(guó)區(qū)超市在中國(guó)員工培訓(xùn)與開發(fā)成功經(jīng)驗(yàn)的研究總結(jié),試圖歸納和總結(jié)出JLF集團(tuán)完善的員工培訓(xùn)與開發(fā)體系,在理論上歸納出零售業(yè)員工培訓(xùn)框架。以幫助本土零售企業(yè)在競(jìng)爭(zhēng)日益激烈的形勢(shì)下,有效結(jié)合自身特點(diǎn)并改善人力資源管理方法,重視和發(fā)展人力資源培訓(xùn)與開發(fā)。增強(qiáng)本土零售企業(yè)的核心競(jìng)爭(zhēng)力和實(shí)現(xiàn)企業(yè)可持續(xù)性發(fā)展。
[Abstract]:In 1992, the commercial field of our country began to open to foreign capital, and the foreign retail enterprises were initially involved in the Chinese market. On December 11, 2004, according to the promise of China's entry into WTO, the government fully opened to foreign capital in the aspects of equity ratio, location and quantity of opening stores. After 10 years of development, China's retail industry has now formed a completely competitive market. The world 50 famous retail chain enterprises, 42 have landed in China. International retailers, led by France's JLF, US Walmart, Germany's Metro and France's Auchan, occupy a huge market share of China's retail industry. JLF Group, Europe's No. 1, the world's second largest retail giant in the Chinese market has been far more successful than other retail giants. The reason is that JLF Group's perfect and unique staff training and development system is an important factor of its success. JLF Group's staff training and development has laid a solid talent foundation for its sustainable development in the Chinese market. At the same time for the retail industry in China to train and transport a large number of talented people. The training and development of talents has become one of the indispensable core competitiveness of JLF Group. With the rapid expansion of foreign retail enterprises in China, local retailers in China have also developed rapidly in recent years. Local retailers, led by Hualun, Beijing and Shanghai, can also compete with foreign companies in terms of number of stores and market share. Compared with foreign retailers, local retailers lack the practice of employee training and development, and become the key factors restricting the local retailers to become bigger and stronger, and it is difficult to realize the national or even global chain. The chain operation of modern retail industry is mainly realized by the division of management and professional functions between headquarters and branch stores. In order to establish a chain distribution system and unobstructed information network layout. The most important feature of modern chain operation is to change complexity into simplicity and exchange low cost for economies of scale. Modern chain enterprises must realize the "four modernizations" 4S) strategy: standardization and standardization, specialization, simplification and uniqueness. Specialization mainly refers to the specialization of talents in chain enterprises. The specialization of talents must be realized through the training and development of enterprise talents. Through the research and summary of the successful training and development experience of JLF supermarket in China, this paper tries to sum up the perfect staff training and development system of JLF Group, and theoretically conclude the framework of retail staff training. In order to help the local retail enterprises to effectively combine their own characteristics and improve the human resource management methods in the increasingly competitive situation, attach importance to and develop human resources training and development. Enhance the core competitiveness of local retail enterprises and achieve sustainable development.
【學(xué)位授予單位】：華中師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F272.92;F713.32

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本文編號(hào)：2029761