隨著信息化時(shí)代的飛速發(fā)展,電子書、手機(jī)等電子設(shè)備改變了人們的閱讀習(xí)慣,正在侵吞著傳統(tǒng)紙質(zhì)品印刷的市場,對(duì)傳統(tǒng)的書刊、商業(yè)印刷帶來了嚴(yán)重的沖擊,使得印刷業(yè)務(wù)量迅速萎縮,引起行業(yè)內(nèi)惡性競爭,許多印刷公司滑向了虧損的泥潭,紛紛選擇轉(zhuǎn)型升級(jí)。A公司作為有著80多年歷史的國有印刷企業(yè),選擇“關(guān)停印刷主業(yè)、轉(zhuǎn)型物業(yè)開發(fā)”,面臨分流安置員工336人的嚴(yán)峻考驗(yàn)。本文以人力資源管理相關(guān)理論為研究基礎(chǔ),通過實(shí)際參與A公司轉(zhuǎn)型和人員分流工作,對(duì)A公司轉(zhuǎn)型和人員分流現(xiàn)狀進(jìn)行分析并總結(jié)出轉(zhuǎn)型工作對(duì)A公司人員結(jié)構(gòu)的影響和人員分流工作現(xiàn)存問題,如車間工人和輔助人員占比高就業(yè)崗位有限、崗位選擇觀念落后、新產(chǎn)業(yè)發(fā)展不足,轉(zhuǎn)崗再就業(yè)面臨困難等。在分析A公司人員結(jié)構(gòu)、崗位結(jié)構(gòu)、學(xué)歷結(jié)構(gòu)、年齡結(jié)構(gòu)等人力資源相關(guān)信息的基礎(chǔ)上推斷出人員分流工作問題形成原因。結(jié)合馬斯洛需要層次理論對(duì)分流人員需要進(jìn)行分析,總結(jié)A公司各類分流人員需求的獨(dú)特性。最后在需求分析的基礎(chǔ)上針對(duì)A公司人員分流工作提出建立分流人員心理疏導(dǎo)機(jī)制、有效的分流激勵(lì)機(jī)制、人員分流科學(xué)培訓(xùn)、提高企業(yè)技術(shù)創(chuàng)新能力、制定應(yīng)急預(yù)案等科學(xué)性建議。通過對(duì)人力資源管理相關(guān)理論和文獻(xiàn)進(jìn)... 

【文章來源】：廣東外語外貿(mào)大學(xué)廣東省

【文章頁數(shù)】：80 頁

【學(xué)位級(jí)別】：碩士

【文章目錄】：
ACKNOWLEDGEMENTS
abstract
摘要
1 Introduction
    1.1 Research background
    1.2 Research purposes and significance
        1.2.1 Research purposes
        1.2.2 Significance of this study
    1.3 Research content and methods
        1.3.1 Research content
        1.3.2 Methodology
2 Literature Review
    2.1 Macroscopic study on employee reassignment
    2.2 Micro research on the employee reassignment
        2.2.1 Research on the channels of employee reassignment
        2.2.2 Research on the solutions to the employee reassignment
        2.2.3 Research on economic compensation for employee reassignment
    2.3 Incentive theory
        2.3.1 Maslow's Hierarchy of Needs
        2.3.2 Herzberg's motivation-hygiene theory
    2.4 Theory of training needs analysis
3 Case Description
    3.1 Profile of Company A
    3.2 Background of the transformation of Company A
    3.3 Impact of Company A's transformation on personnel structure
4 Case Analysis
    4.1 Main approaches to employee reassignment of Company A
        4.1.1 Reassignment of on-post staff
        4.1.2 Resettlement for the internal early retired staffs
    4.2 Problems in the employees’reassignment of company A in the transition
        4.2.1 High proportion of workshop workers and auxiliary personnel andlimited job posts
        4.2.2 Backward ideas of job selection
        4.2.3 Lack of development in new industries leads to reemploymentdifficulties
    4.3 Reasons for the problems caused by the reassignment of company Aemployees during the transition
        4.3.1 Unchanged concept of employment
        4.3.2 Reassignment ideas neglecting employees’development
        4.3.3 Deviation in funding guidance
        4.3.4 Insufficient innovation capability
    4.4 Need analysis of Company A's reassigned employees
        4.4.1 Analysis of the physiological needs of the reassigned employees
        4.4.2 Analysis of safety needs of reassigned employees
        4.4.3 Analysis of social belonging of reassigned staff
5 Solution to the Problem of the Employee Reassignment of Company A
    5.1 Solution to the problem of employee reassignment of Company A
        5.1.1 A psychological counseling mechanism for reassigned employeeshould be established
        5.1.2 Effective incentive mechanism for reassignment
        5.1.3 Scientific training of reassigned employees
        5.1.4 Technological innovation of Company A should be enhanced
    5.2 Analysis of optimization effect of employee reassignment
        5.2.1 More options for leaving employees
        5.2.2 Shareholders of unemployed employees will receive dividends
        5.2.3 Employees'salaries increased after competitive employment
6 Conclusions and prospects
    6.1 Conclusions
    6.2 Limitations and prospects
References
Appendix


【參考文獻(xiàn)】：
期刊論文
[1]國有煤炭企業(yè)職工分流安置長效機(jī)制建設(shè)探究[J]. 李君清,李寅琪.  煤炭經(jīng)濟(jì)研究. 2017(05)



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