【摘要】：進(jìn)入21世紀(jì)以來，我國政治、經(jīng)濟(jì)、文化等建設(shè)都得到了飛速的發(fā)展，經(jīng)濟(jì)全球化、信息時代、技術(shù)進(jìn)步等形式都使得企業(yè)外部市場環(huán)境瞬息萬變，，而同時國有企業(yè)內(nèi)部改革也在穩(wěn)步推進(jìn)。人才作為第一資本，上升到戰(zhàn)略地位，成為各行業(yè)爭奪的重要可持續(xù)發(fā)展資源。國際間的人才爭奪將會愈演愈烈，企業(yè)如何應(yīng)對這一前所未有的挑戰(zhàn)和機(jī)遇呢？管理者們毫不猶豫地將目光投向了人力資源培訓(xùn)。企業(yè)要想成長，要想在競爭中立于不敗之地，就必須加強(qiáng)自身的人力資源培訓(xùn)工作。人力資源培訓(xùn)作為企業(yè)人力資源管理工作的一項重要職能將更加受到企業(yè)的重視。 本文首先闡釋了現(xiàn)代人力資源培訓(xùn)的基本理論，即人力資本理論、成人學(xué)習(xí)理論、和學(xué)習(xí)型組織理論。提出了電力企業(yè)開展人力資源培訓(xùn)的重要意義，員工培訓(xùn)是培育和形成共同的價值觀、增強(qiáng)凝聚力的關(guān)鍵性工作；員工培訓(xùn)是提升員工技術(shù)、能力水準(zhǔn)，達(dá)到人與“事”相匹配的有效途徑；員工培訓(xùn)是激勵員工工作積極性的重要措施；員工培訓(xùn)是建立學(xué)習(xí)型組織的最佳手段。 在此基礎(chǔ)上分析了電力企業(yè)人力資源培訓(xùn)的發(fā)展歷程以及現(xiàn)狀，介紹了電力企業(yè)的概況和電力企業(yè)人力資源培訓(xùn)配置的現(xiàn)狀。本文最后對我國國有電力企業(yè)在人力資源培訓(xùn)中人員配置存在的問題和原因作了簡要的分析，即配置人員觀念與企業(yè)發(fā)展戰(zhàn)略脫節(jié)、缺乏科學(xué)培訓(xùn)人員考核機(jī)制、資金投入不足致使培訓(xùn)面狹窄、培訓(xùn)評估制度的欠缺、師資力量和水平不足和企業(yè)體制問題。并針對這些問題對我國國有電力企業(yè)人力資源培訓(xùn)配置工作提出了幾點(diǎn)點(diǎn)建議。 本文采用的主要研究方法有1.理論分析法。文中討論問題的基本依據(jù)是現(xiàn)代經(jīng)濟(jì)理論和管理學(xué)理論，主要運(yùn)用了人力資本理論、成人學(xué)習(xí)理論和“學(xué)習(xí)型組織”理論等基礎(chǔ)理論進(jìn)行分析、推理和演繹；2.實證分析法。文中客觀分析和描述了國有電力企業(yè)現(xiàn)狀和其員工教育培訓(xùn)人力資源配置的發(fā)展歷程，通過對國有電力企業(yè)人力資源培訓(xùn)配置存在的問題作了系統(tǒng)的歸納，并針對問題提出系統(tǒng)化思考，最后提出國有電力企業(yè)在新形勢下發(fā)展人力資源培訓(xùn)配置的對策與措施。
[Abstract]:Since the beginning of the 21st century, China's political, economic, cultural and other construction has been rapidly developed, economic globalization, the information age, technological progress and other forms of enterprise external market environment has changed rapidly. At the same time, the internal reform of state-owned enterprises is also steadily advancing. Talent, as the first capital, rises to strategic position and becomes an important sustainable development resource for various industries. The international competition for talent will become more and more intense. How can enterprises deal with this unprecedented challenge and opportunity? Managers did not hesitate to turn their attention to human resources training. If enterprises want to grow and be invincible in competition, they must strengthen their human resources training. As an important function of enterprise human resource management, human resource training will be paid more and more attention by enterprises. This paper first explains the basic theory of modern human resource training, that is, human capital theory, adult learning theory, and learning organization theory. The importance of human resource training in electric power enterprises is put forward. Staff training is the key to cultivate and form common values and enhance cohesion. Employee training is an effective way to improve the skills and abilities of employees, and to match people with "things". Staff training is an important measure to motivate employees to work, and staff training is the best means to establish learning-type organizations. On this basis, this paper analyzes the development and present situation of human resource training in electric power enterprises, and introduces the general situation of electric power enterprises and the present situation of human resources training allocation in power enterprises. Finally, this paper briefly analyzes the problems and reasons of personnel allocation in China's state-owned electric power enterprises in human resources training, that is, the concept of personnel allocation is out of line with the development strategy of enterprises, and there is a lack of scientific training personnel assessment mechanism. Insufficient investment leads to narrow training area, lack of training evaluation system, shortage of teachers and level, and problems of enterprise system. In view of these problems, this paper puts forward some suggestions on the human resource training and allocation of state-owned electric power enterprises in China. The main research methods used in this paper are 1. Theoretical analysis. In this paper, the basic basis of discussion is modern economic theory and management theory, mainly using the human capital theory, adult learning theory and "learning organization" theory and other basic theories for analysis, reasoning and deduction; 2. Empirical analysis. This paper objectively analyzes and describes the present situation of the state-owned electric power enterprise and the development course of its staff education and training human resource allocation, and systematically sums up the problems existing in the human resource training allocation of the state-owned electric power enterprise. Finally, the countermeasures and measures for the development of human resources training and allocation in state-owned electric power enterprises under the new situation are put forward.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F426.61;F272.92

【參考文獻(xiàn)】

相關(guān)期刊論文 前7條

1 馬令斌;;激勵理論在現(xiàn)代企業(yè)人力資源管理中的應(yīng)用[J];甘肅高師學(xué)報;2010年05期

2 羅英;安玉琴;;創(chuàng)新型企業(yè)人力資源管理問題探析[J];大眾商務(wù);2010年16期

3 巨榮良;;試論學(xué)習(xí)型組織的構(gòu)建[J];聊城大學(xué)學(xué)報(社會科學(xué)版);2011年01期

4 鄒愛婕;周忠祥;;淺析成人學(xué)習(xí)理論在企業(yè)培訓(xùn)中的重要性[J];中國西部科技;2008年15期

5 柳娃;劉奕;;論激勵機(jī)制在現(xiàn)代企業(yè)人力資源管理中的作用[J];現(xiàn)代商貿(mào)工業(yè);2010年02期

6 呂鑫鋒;;論國有企業(yè)人力資源管理的激勵機(jī)制[J];現(xiàn)代商貿(mào)工業(yè);2010年23期

7 王劍東;;A企業(yè)培訓(xùn)實施整體規(guī)劃[J];中國商貿(mào);2005年03期

相關(guān)博士學(xué)位論文 前4條

1 李航;企業(yè)人力資源危機(jī)的感知與防范[D];同濟(jì)大學(xué);2008年

2 田新華;企業(yè)人力資源管理外包研究[D];廈門大學(xué);2009年

3 程建君;基于知識創(chuàng)新的企業(yè)人力資源管理模式研究[D];武漢理工大學(xué);2009年

4 張洪霞;戰(zhàn)略人力資源管理的契合性研究[D];天津大學(xué);2009年

本文編號：2472773