本文選題：國有電力企業(yè) + 職業(yè)發(fā)展管理體系�。� 參考：《首都經(jīng)濟貿易大學》2015年碩士論文

【摘要】：現(xiàn)代社會中各個企業(yè)之間的競爭,歸根結底仍然是人才的競爭,對于國有電力企業(yè)也不例外。自2002年電力體制改革開始,國有電力企業(yè)的發(fā)展和管理迎來了新的挑戰(zhàn),原有的“管理層級多、業(yè)務鏈條長、核心資源配置率低”等問題亟需得到解決。近年來,國有電力企業(yè)已經(jīng)對管理層級進行了縮減,業(yè)務鏈條也適當?shù)乜s短。由此,帶來的挑戰(zhàn)就是員工的職業(yè)發(fā)展通道變得模糊,再加上相關管理機制上沒有及時進行完善,使不穩(wěn)定因素增加,影響員工忠誠度和工作積極性。本文從組織角度,結合相關理論,借鑒國內外優(yōu)秀企業(yè)在員工職業(yè)發(fā)展管理方面的優(yōu)秀經(jīng)驗,采用多種質性研究方法,包括多案例研究法、個案研究法、焦點團體訪談法等,詳細分析了國有電力企業(yè)在目前狀況下,員工職業(yè)發(fā)展管理體系上可能存在的問題,如人才隊伍素質和結構欠佳、職業(yè)發(fā)展通道狹窄、轉換臺階設置不明確、組織牽引不足以及其他相關管理機制上存在的問題等.并從技術和管理兩個層面提出可行性建議,以期對國有電力企業(yè)的員工職業(yè)發(fā)展管理提供參考:在職業(yè)發(fā)展通道設計方面,構建矩陣式職業(yè)發(fā)展通道,為員工提供發(fā)展地圖;在管理機制方面,從選拔、培訓、考核和薪酬四個機制著手,為員工職業(yè)發(fā)展管理體系保駕護航。
[Abstract]:In modern society, the competition among enterprises is still the competition of talents, and it is no exception for state-owned power enterprises. Since the reform of electric power system in 2002, the development and management of state-owned electric power enterprises have met new challenges. The original problems such as "multi-level management, long business chain and low allocation rate of core resources" need to be solved. In recent years, state-owned power enterprises have reduced management levels and business chains. As a result, the challenge is that the career development channels of employees become blurred, coupled with the related management mechanism has not been improved in time, so that instability factors increased, affecting staff loyalty and work enthusiasm. From the perspective of organization, combined with relevant theories, this paper uses a variety of qualitative research methods, including multi-case study, focus group interview and so on, to learn from the excellent experience of domestic and foreign excellent enterprises in the management of their employees' career development, and to adopt a variety of qualitative research methods. This paper analyzes in detail the problems that may exist in the management system of the staff's career development in the state-owned electric power enterprises at present, such as the poor quality and structure of the talent team, the narrow career development channel, the unclear setting of the transition steps, Lack of organization traction and other related management mechanism problems. And put forward feasible suggestions from two aspects of technology and management, in order to provide reference to the management of employee's career development in state-owned electric power enterprise: in the aspect of career development channel design, construct matrix career development channel, provide development map for employee; In the aspect of management mechanism, starting from the four mechanisms of selection, training, assessment and compensation, the management system of employee's career development is protected.
【學位授予單位】：首都經(jīng)濟貿易大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：F272.92;F426.61

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