本文選題：天津港物流有限公司　切入點：青年員工　出處：《大連海事大學(xué)》2015年碩士論文　論文類型：學(xué)位論文

【摘要】：21世紀(jì)是知識經(jīng)濟(jì)的時代,作為國民經(jīng)濟(jì)主體的企業(yè)之間的人才競爭愈演愈烈。經(jīng)濟(jì)全球化浪潮使得這場競爭更加白熱化。可以毫不夸張的說,一個在人力資源開發(fā)與管理上缺乏競爭優(yōu)勢的企業(yè),必將成為被淘汰出局的對象。隨著濱海新區(qū)的開發(fā)開放納入國家發(fā)展戰(zhàn)略,濱海新區(qū)的功能被定位為北方國際航運中心和國際物流中心,成為大力發(fā)展現(xiàn)代物流業(yè),帶動濱海新區(qū)發(fā)展的重要“引擎”。天津港作為濱海新區(qū)改革開放的門戶,是天津市最大的比較優(yōu)勢和戰(zhàn)略核心資源。天津港物流發(fā)展有限公司在這個大背景下應(yīng)運而生,成為天津港發(fā)展港口物流業(yè)的旗艦。如何建立一個科學(xué)健康的青年人才培訓(xùn)模式是公司發(fā)展的重要課題。我司作為天津港集團(tuán)下屬的物流旗艦企業(yè),建立健全對青年人才的培訓(xùn)模式,將其作為公司戰(zhàn)略發(fā)展過程中的一個基石,完成企業(yè)人才隊伍的梯隊化建設(shè)；另外,在崗位空缺時,也可利用人才儲備,選擇最佳人員上崗,以減少后顧之憂。因此,研究該企業(yè)青年人才培養(yǎng)的模式構(gòu)建課題是有很大意義的。論文以天津港物流發(fā)展有限公司為研究對象,對其青年員工培訓(xùn)體系進(jìn)行了研究。通過對天津港物流發(fā)展有限公司人力資源現(xiàn)狀調(diào)查發(fā)現(xiàn),天津港物流發(fā)展有限公司屬于新成立公司,因此,企業(yè)的員工以青年員工為主。青年員工具有新知識、新技能接受能力強(qiáng)、學(xué)歷高的特點,但同時也具有經(jīng)驗不足的缺點。因此,加強(qiáng)對天津港物流發(fā)展有限公司青年員工培訓(xùn)體系研究是非常必要的。通過對天津港物流發(fā)展有限公司青年員工培訓(xùn)基本情況進(jìn)行研究后發(fā)現(xiàn),企業(yè)青年員工培訓(xùn)內(nèi)容簡單、培訓(xùn)周期較長、培訓(xùn)效果較差,領(lǐng)導(dǎo)和員工對培訓(xùn)的重要性、持久性認(rèn)識不對、員工培訓(xùn)內(nèi)容缺乏針對性、跟大流現(xiàn)象嚴(yán)重、企業(yè)對培訓(xùn)工作人員重視程度不足等問題。因此,論文對天津港物流發(fā)展有限公司青年員工培訓(xùn)體系進(jìn)行重構(gòu)。以企業(yè)發(fā)展戰(zhàn)略為目標(biāo),確定企業(yè)青年員工培訓(xùn)的指導(dǎo)思想和原則；以需求層次理論為基礎(chǔ),對不同職務(wù)青年員工的培養(yǎng)需求和培養(yǎng)體系進(jìn)行設(shè)計,通過雙因素激勵理論對員工培訓(xùn)激勵體系進(jìn)行分析,并構(gòu)建了企業(yè)青年員工培訓(xùn)效果評價體系；在青年員工培訓(xùn)體系設(shè)計的基礎(chǔ)上,對青年員工培訓(xùn)實施的重點工作和內(nèi)容進(jìn)行確定；以企業(yè)一線員工崗位職責(zé)培訓(xùn)為例,從員工自我評價和企業(yè)培訓(xùn)收益評估兩個方面培訓(xùn)效果進(jìn)行了評價。為了保障天津港物流發(fā)展有限公司青年員工培訓(xùn)體系的順利實施,論文從職業(yè)生涯規(guī)劃、組織制度、激勵機(jī)制和企業(yè)文化四個方面出發(fā)提出相應(yīng)的保健措施。最后,論文對研究成果和不足之處進(jìn)行了總結(jié),對未來研究方向進(jìn)行了展望。
[Abstract]:21th century is the era of knowledge economy, the competition between enterprises as the main body of the national economy intensified. The wave of economic globalization makes the competition more intense. It is no exaggeration to say that, An enterprise lacking competitive advantage in human resources development and management will be eliminated. With the development and opening of Binhai New area into the national development strategy, The function of Binhai New area has been positioned as the northern international shipping center and international logistics center, and has become an important "engine" for vigorously developing modern logistics industry and driving the development of Binhai New area. Tianjin Port is the gateway to the reform and opening up of Binhai New area. Tianjin is the largest comparative advantage and strategic core resource. Tianjin Port Logistics Development Co., Ltd. emerged as the times require under this background. Become the flagship of Tianjin Port to develop port logistics industry. How to establish a scientific and healthy training model for young people is an important topic for the development of the company. Establish and improve the training model for young talents, regard it as a cornerstone of the strategic development of the company, complete the echelon construction of the enterprise talent team; in addition, when the position is vacant, we can also make use of the talent reserve to select the best personnel for the post. Therefore, it is of great significance to study the mode of training young talents in this enterprise. This paper takes Tianjin Port Logistics Development Co., Ltd as the research object. Through the investigation of the present situation of human resources of Tianjin Port Logistics Development Co., Ltd., it is found that Tianjin Port Logistics Development Co., Ltd. is a newly established company. The employees of the enterprise are mainly young employees. Young employees have the characteristics of new knowledge, strong acceptance of new skills, high academic qualifications, but also have the shortcoming of inexperience. It is very necessary to strengthen the research on the training system of young employees of Tianjin Port Logistics Development Co., Ltd. It is found that the training content of young employees in enterprises is simple after the study of the basic situation of young staff training in Tianjin Port Logistics Development Co., Ltd. The training cycle is long, the training effect is poor, the importance of training is not good for the leaders and employees, the persistent understanding is not right, the training content of the staff is lack of pertinence, the phenomenon of following the big stream is serious, the enterprise pays less attention to the training staff and so on. This paper reconstructs the training system of young employees of Tianjin Port Logistics Development Co., Ltd., takes the enterprise development strategy as the goal, determines the guiding ideology and principle of the training of young employees, and takes the theory of demand level as the basis. The training needs and training system of young employees in different positions are designed, and the training incentive system of young employees in enterprises is analyzed through the two-factor incentive theory, and the evaluation system of the training effect of young employees in enterprises is constructed. On the basis of the design of the training system for young employees, the key work and contents of the implementation of the training for young employees are determined, and the job responsibility training of front-line employees in enterprises is taken as an example. In order to ensure the smooth implementation of the training system of Tianjin Port Logistics Development Co., Ltd., the paper evaluates the effect of training from two aspects: employee self-evaluation and enterprise training income evaluation. Four aspects of incentive mechanism and corporate culture are put forward. Finally, the paper summarizes the research results and deficiencies, and looks forward to the future research direction.
【學(xué)位授予單位】：大連海事大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F272.92;F552.6

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