發(fā)布時(shí)間：2018-06-24 15:28

  本文選題：勝任特征模型 + 中層管理者�。� 參考：《山東大學(xué)》2015年碩士論文

【摘要】：隨著社會(huì)的發(fā)展,企業(yè)之間的競(jìng)爭(zhēng)愈演愈烈,而人力資本作為企業(yè)核心競(jìng)爭(zhēng)力的重要組成部分的作用意義也日益凸顯,對(duì)人力資本的不斷開發(fā)必將帶來人才的迅速成長(zhǎng),而這些必將推動(dòng)企業(yè)的可持續(xù)發(fā)展。對(duì)勝任特征模型的研究是人力資源的一項(xiàng)基礎(chǔ)工作,受到人力資源專家和學(xué)者的廣泛關(guān)注,對(duì)于企業(yè)來說,這也是一項(xiàng)有開創(chuàng)意義的工作。員工培訓(xùn)是企業(yè)中用來傳播知識(shí)、技能和經(jīng)驗(yàn)的重要方式,也是培養(yǎng)人才的主要手段,當(dāng)企業(yè)發(fā)展到一定規(guī)模時(shí),對(duì)于員工的培訓(xùn)越來越重視。而傳統(tǒng)的培訓(xùn)方式針對(duì)性差,沒有明顯地改善員工的績(jī)效,無法達(dá)成企業(yè)管理者對(duì)培訓(xùn)的預(yù)期。所以,需要探索一種更有效的培訓(xùn)方式以提升培訓(xùn)效果,滿足人才發(fā)展的需求,而基于勝任特征模型的培訓(xùn)體系隨之出現(xiàn),它能夠解決企業(yè)培訓(xùn)方面的問題。SYMBOL公司是一家大型的、現(xiàn)代化的制漿造紙企業(yè),2005年合資后,已經(jīng)新建成二期項(xiàng)目,而公司計(jì)劃未來投資300億元建設(shè)新的三期項(xiàng)目,規(guī)模的迅速擴(kuò)大需要大量的人才。中層管理者是公司的中堅(jiān)力量,在公司的發(fā)展中起著重要作用,因此需要對(duì)其進(jìn)行有針對(duì)性的系統(tǒng)培訓(xùn),全面提升其管理能力,滿足公司對(duì)中層管理者的要求,這樣才能保證企業(yè)獲得快速、健康、可持續(xù)的發(fā)展。本文以此為背景,對(duì)SYMBOL公司現(xiàn)有的情況進(jìn)行研究和分析,發(fā)現(xiàn)了公司培訓(xùn)現(xiàn)有的主要問題,提出了應(yīng)當(dāng)構(gòu)建基于勝任特征模型的培訓(xùn)體系。在基于勝任特征模型的培訓(xùn)需求調(diào)查中,采用360度測(cè)試和評(píng)價(jià)中心發(fā)現(xiàn)中層管理者現(xiàn)有狀況與勝任特征要求之問的差距,找到進(jìn)一步發(fā)展的勝任力；而在制定培訓(xùn)計(jì)劃時(shí),針對(duì)這些勝任力,中層管理者制定了個(gè)人培訓(xùn)合同,尋找適合自己的培訓(xùn)方式；在培訓(xùn)實(shí)施的過程中,公司高層和培訓(xùn)中心會(huì)提供支持,培訓(xùn)中心會(huì)掌握培訓(xùn)的進(jìn)程；在培訓(xùn)的評(píng)估中,除傳統(tǒng)的評(píng)估方式外,培訓(xùn)中心還會(huì)采用評(píng)估中心的各種工具進(jìn)行綜合的評(píng)估,這樣才能發(fā)現(xiàn)在經(jīng)過培訓(xùn)后,中層管理者的相關(guān)勝任力是否符合公司的要求。這樣,在開發(fā)構(gòu)建了公司的勝任特征模型后,建立了以勝任特征模型為基礎(chǔ)的培訓(xùn)開發(fā)體系。通過建立基于勝任特征模型的培訓(xùn)體系,能夠?yàn)镾YMBOL中層提供更有針對(duì)性的培訓(xùn),解決了公司人才培養(yǎng)和儲(chǔ)備的問題,為公司人力資源工作奠定了堅(jiān)實(shí)的基礎(chǔ),為SYMBOL公司規(guī)模的擴(kuò)大和長(zhǎng)遠(yuǎn)的發(fā)展提供了充足的人才保障。
[Abstract]:With the development of society, the competition between enterprises is becoming more and more intense, and the role of human capital as an important part of the core competitiveness of enterprises is becoming increasingly prominent. The continuous development of human capital will bring about the rapid growth of talents. These will promote the sustainable development of enterprises. The study of competency model is a basic work of human resources, which is widely concerned by human resource experts and scholars. It is also a pioneering work for enterprises. Employee training is an important way to spread knowledge, skills and experience in enterprises, and it is also the main means to train talents. When the enterprise develops to a certain scale, it pays more and more attention to the training of employees. However, the traditional training method has poor pertinence, which can not obviously improve the performance of employees, and can not meet the expectations of enterprise managers. Therefore, we need to explore a more effective training method to improve the training effect and meet the needs of talent development, and the training system based on competency model appears. It can solve the problems in enterprise training. SYMBOL is a large, modern pulp and paper enterprise. After the 2005 joint venture, it has completed a new phase II project, and the company plans to invest 30 billion yuan in the future to build a new three-phase project. The rapid expansion of scale requires a large number of talents. Middle-level managers are the backbone of the company and play an important role in the development of the company. Only in this way can the enterprise obtain fast, healthy and sustainable development. Based on this background, this paper studies and analyzes the existing situation of SYMBOL Company, finds out the main problems of the company's training, and puts forward that the training system based on competency model should be constructed. In the training needs survey based on competency model, 360 degree test and evaluation center is used to find out the gap between the current situation of middle managers and the requirements of competency, and to find further developed competence. In view of these competencies, middle-level managers have formulated personal training contracts to find suitable training methods; in the process of training implementation, the company's senior management and training center will provide support, and the training center will master the training process; In the evaluation of training, in addition to the traditional evaluation methods, the training center will also use a variety of assessment center tools for comprehensive evaluation, so as to find out whether the relevant competency of the middle managers meets the requirements of the company after training. In this way, a training development system based on competency model is established after the development of competency model. Through the establishment of a training system based on competency model, it can provide more targeted training for SYMBOL middle level, solve the problem of talent training and reserve, and lay a solid foundation for the human resources work of the company. SYMBOL for the expansion of the scale and long-term development to provide sufficient talent security.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F272.92;F426.83

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本文編號(hào)：2061987