本文選題：國(guó)有企業(yè)　切入點(diǎn)：內(nèi)部勞動(dòng)力市場(chǎng)　出處：《廣東外語外貿(mào)大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：隨著國(guó)有企業(yè)改革的逐步深入,越來越多大型國(guó)有企業(yè)把目光轉(zhuǎn)向內(nèi)部,開始清理自身無關(guān)緊要的、非核心的、累贅的“資產(chǎn)”(如:傳統(tǒng)業(yè)務(wù)部門、分支機(jī)構(gòu)、子公司等),并將該“資產(chǎn)”以公司制的形式進(jìn)行市場(chǎng)化運(yùn)營(yíng)。被分離出來的傳統(tǒng)國(guó)有企業(yè)由于管理先天不足,再加上失去原有的避風(fēng)港灣,其生存和發(fā)展面臨著巨大考驗(yàn)。雖然傳統(tǒng)國(guó)有企業(yè)也在不斷探索改革發(fā)展的思路和方向,但居高的人才流失率,讓傳統(tǒng)國(guó)有企業(yè)創(chuàng)新發(fā)展舉步維艱。如何留住人才,促進(jìn)內(nèi)部勞動(dòng)力資源的有效流動(dòng),是傳統(tǒng)國(guó)有企業(yè)亟待解決的問題。本文主要以內(nèi)部勞動(dòng)力市場(chǎng)理論作為國(guó)有企業(yè)改革的一個(gè)重要視角,聚焦長(zhǎng)期激勵(lì)、內(nèi)部晉升和長(zhǎng)期勞動(dòng)關(guān)系等微觀層面,結(jié)合該三者內(nèi)在的聯(lián)系,旨在為國(guó)有企業(yè)吸引人才、留住人才提供重要的思考方向。本文選取了G公司作為案例研究,結(jié)合員工滿意度調(diào)查問卷情況,運(yùn)用內(nèi)部勞動(dòng)力市場(chǎng)理論深入分析G公司人力管理方面存在的問題和不足,并在此基礎(chǔ)上提出優(yōu)化建議。本次研究對(duì)同類型公司也具有借鑒意義。本文的結(jié)論是:國(guó)有企業(yè)建立和完善以薪酬后置、內(nèi)部晉升和長(zhǎng)期勞動(dòng)關(guān)系為特征的內(nèi)部勞動(dòng)力市場(chǎng)具有十分重要意義,三個(gè)特征之間相互聯(lián)系,是吸引人才、留住人才的重要保障,也是發(fā)揮人力資本價(jià)值的必要途徑,更是國(guó)有企業(yè)改革、提高自身競(jìng)爭(zhēng)力的重要思路。
[Abstract]:With the gradual deepening of the reform of state-owned enterprises, more and more large state-owned enterprises turn their attention to the inside and begin to clean up their own irrelevant, non-core, cumbersome "assets" (such as: traditional business units, branches, The subsidiary company, and so on, has marketized the "assets" in the form of a corporation. The separated traditional state-owned enterprises have lost their original haven because of their inherent deficiencies in management. Although traditional state-owned enterprises are constantly exploring the ideas and directions of reform and development, the high rate of brain drain makes innovation and development of traditional state-owned enterprises difficult. It is an urgent problem for the traditional state-owned enterprises to promote the effective flow of internal labor resources. This paper focuses on the long-term incentive with the theory of internal labor market as an important angle of view for the reform of state-owned enterprises. At the micro level of internal promotion and long-term labor relationship, combining the internal relationship of these three, the purpose of this paper is to provide an important direction of thinking for state-owned enterprises to attract and retain talents. This paper selects G Company as a case study. Based on the questionnaire of employee satisfaction, this paper deeply analyzes the problems and shortcomings in human management of company G by using the theory of internal labor market. On the basis of this, some suggestions on optimization are put forward. This study also has reference significance for the same type of companies. The conclusion of this paper is: the establishment and improvement of state-owned enterprises to pay postposition, The internal labor market, characterized by internal promotion and long-term labor relations, is of great significance. The three characteristics are interrelated, which is an important guarantee to attract and retain talents, and also a necessary way to bring the value of human capital into full play. The reform of state-owned enterprises is an important way to improve their competitiveness.
【學(xué)位授予單位】：廣東外語外貿(mào)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92

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