本文選題：培訓(xùn)效果評估 + 四級評估　； 參考：《山東大學(xué)》2015年碩士論文

【摘要】：面對當(dāng)今日趨激烈的市場競爭格局,伴隨知識經(jīng)濟(jì)的不斷興起,企業(yè)為取得競爭優(yōu)勢,愈發(fā)重視人力資源培訓(xùn)與開發(fā)工作,每年在內(nèi)部員工培訓(xùn)上都投入大量資源,以提升員工隊伍素質(zhì)。隨著員工培訓(xùn)工作的不斷深入,諸如如何評價企業(yè)培訓(xùn)組織開展效果,如何客觀分析各類資源投入是否取得理想回報等問題也逐步凸顯出來。因此,有效地對培訓(xùn)實施效果進(jìn)行評估成為了不少企業(yè)在培訓(xùn)工作中面臨的一個現(xiàn)實挑戰(zhàn)。實踐證明,作為培訓(xùn)的一個重要環(huán)節(jié),培訓(xùn)效果評估如若無法有效實施開展,將在一定程度上影響到相關(guān)后續(xù)培訓(xùn)項目的改進(jìn)、實施及成果轉(zhuǎn)化,甚至?xí)M(jìn)一步對來自于管理層的支持以及對培訓(xùn)的資源投入造成影響。本文希望通過研究SD石油公司的培訓(xùn)開展情況,探索如何優(yōu)化該公司培訓(xùn)項目的效果評估工作,為提高各類培訓(xùn)項目整體質(zhì)量及其效果評估的水平提供可行性解決方案,有力支持公司人才隊伍建設(shè)及培養(yǎng)工作。同時也希望能為其他同類型企業(yè)開展培訓(xùn)效果評估工作提供一些參考與借鑒。本文核心內(nèi)容包括三個組成部分。第一部分主要是對培訓(xùn)效果評估的相關(guān)理論進(jìn)行研究與探討,為解決企業(yè)的培訓(xùn)效果評估問題進(jìn)行了理論準(zhǔn)備。第二部分詳細(xì)介紹了SD石油公司的基本情況、員工隊伍結(jié)構(gòu)以及培訓(xùn)工作現(xiàn)狀,總結(jié)了公司培訓(xùn)效果評估工作的開展情況與存在的相關(guān)問題,并分析了問題的產(chǎn)生原因。第三部分,針對SD石油公司在培訓(xùn)效果評估工作中存在的問題,結(jié)合有關(guān)評估理論和筆者實際參與過的各類培訓(xùn)項目,對如何在項目實施過程中,通過優(yōu)化方法、流程來做好效果評估進(jìn)行了探討,并提出了具體方案。經(jīng)過研究,本文所提出的優(yōu)化措施包括：通過規(guī)范項目流程為效果評估奠定基礎(chǔ)；建立較為完善的四級評估體系；健全各類保障性手段、積極促進(jìn)成果轉(zhuǎn)化；借助E-learning系統(tǒng)來豐富效果評估的方式方法,不斷提升評估工作的效率等。此外,還結(jié)合SD公司幾個典型培訓(xùn)項目,對評估實踐進(jìn)行了深入說明。本文的主要創(chuàng)新之處在于,研究討論了以柯氏四級培訓(xùn)評估模型為代表的多種培訓(xùn)效果評估模型,并嘗試總結(jié)了這幾個典型評估模型的不同特點(diǎn)與開展評估的思路。同時,能夠參照培訓(xùn)評估的理論、模型,針對SD公司在培訓(xùn)效果評估中存在的問題,對癥下藥,系統(tǒng)地提出了一系列的改進(jìn)措施,力求能夠幫助培訓(xùn)評估人員找到合適的方法手段,查找培訓(xùn)項目運(yùn)行中存在的薄弱環(huán)節(jié)與不足之處,并加以改進(jìn)提高。此外,也可搜集足夠的“證據(jù)”來驗證培訓(xùn)成效,并展示給各培訓(xùn)相關(guān)方。當(dāng)然,在培訓(xùn)效果評估實踐中還面臨著諸多的挑戰(zhàn)和問題,需要繼續(xù)深入研究,逐步完善解決。
[Abstract]:Facing the increasingly fierce market competition pattern and the rising of knowledge economy, enterprises pay more attention to the training and development of human resources in order to gain the competitive advantage, and invest a lot of resources in the internal staff training every year.To improve the quality of the staff.With the continuous deepening of staff training, such as how to evaluate the effectiveness of enterprise training organizations, how to objectively analyze whether all kinds of resources input to achieve ideal returns and so on.Therefore, it is a realistic challenge for many enterprises to evaluate the effect of training.Practice has proved that, as an important part of training, if the training effect evaluation can not be carried out effectively, it will affect the improvement, implementation and transformation of the related follow-up training projects to some extent.It will even have a further impact on support from management and investment in training resources.This paper hopes to explore how to optimize the effectiveness evaluation of the training projects of SD Oil Company, and to provide a feasible solution for improving the overall quality of various training projects and the level of effectiveness evaluation.Ability to support the construction and training of the company's talent team.At the same time, it also hopes to provide some reference for other similar enterprises to carry out training effect evaluation.The core content of this paper includes three parts.The first part mainly studies and discusses the related theories of training effect evaluation, and makes theoretical preparations for solving the problem of training effect evaluation.The second part introduces the basic situation of SD Oil Company, the structure of the staff and the status quo of training work in detail, summarizes the development of the evaluation of the training effect of the company and the existing problems, and analyzes the causes of the problems.The third part, aiming at the problems existing in the training effect evaluation work of SD Petroleum Company, combining the relevant evaluation theory and the various training projects in which the author has actually participated, how to adopt the optimization method in the process of the project implementation,Process to do a good effect of evaluation is discussed, and put forward a specific plan.Through the research, the optimization measures proposed in this paper include: laying the foundation for the effect evaluation by standardizing the project process; establishing a comparatively perfect four-level evaluation system; perfecting all kinds of supporting means, actively promoting the transformation of the results;With the help of E-learning system to enrich the methods and methods of evaluation, continuously improve the efficiency of the evaluation work and so on.In addition, combined with several typical training projects of SD Company, the evaluation practice is explained in depth.The main innovation of this paper lies in the research and discussion of various training effect evaluation models represented by the training evaluation model of Cor level four, and try to summarize the different characteristics of these typical evaluation models and the ideas of carrying out the evaluation.At the same time, according to the theory and model of training evaluation, aiming at the problems existing in the training effect evaluation of SD company, the author puts forward a series of improvement measures systematically.It aims to help the training evaluators to find the appropriate methods and means to find the weak links and deficiencies in the training project operation and to improve and improve the training project.In addition, sufficient "evidence" can be collected to verify the effectiveness of the training and to show it to all training stakeholders.Of course, there are still many challenges and problems in the practice of training effect evaluation, which need to be further studied and solved step by step.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F272.92;F426.22

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本文編號：1754023